how to cope stress
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Transcript of how to cope stress
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STRESS MANAGEMENT
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What is STRESS?
Individual confronted with an OPPORTUNITY CONSTRAINT OR DEMAND and outcome is perceived to be both uncertain and important
ACTUAL STRESS = POTENTIAL STRESS + UNCERTAINITY
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TOO MUCH WORK, TOO LITTLE TIMEFeel overworked 54%Are overwhelmed by workload 55%Lack time for reflection 59%Dont have time to complete tasks 56%Must multi-task too much 45%EMPLOYEE SURVEY
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SOURCES OF STRESS Economic Factors Organizational Factors Individual Factors Individual Differences
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ECONOMIC UNCERTAINITY
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POLITICAL UNCERTAINITY
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TECHNOLOGICAL UNCERTAINITY
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TERRORISM
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TASK DEMANDS
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ROLE DEMANDS
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INTERPERSONAL DEMNADS
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ORGANISATIONAL STRUCTURE
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ORGANISATIONAL LEADERSHIP
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ORGANIZATIONAL LIFE STAGE
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FAMILY PROBLEMS
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ECONOMIC PROBLEMS
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PERSONALITY
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PERCEPTION
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JOB EXPERIENCE
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SOCIAL SUPPORT
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BELIEF IN LOCUS OF CONTROL
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SELF-EFFICACY
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HOSTILITY
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CONSEQUENCES OF STRESS Physiological Symptoms Psychological Symptoms Behavioral Symptoms
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HEADACHE
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HIGH BLOOD PRESSURE
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HEART DISEASE
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ANXIETY
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DEPRESSION
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DECREASE IN JOB SATISFACTION
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PRODUCTIVITY
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ABSENTEEISM
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TURNOVER
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MANAGING STRESS INDIVIDUAL APPROACHES
ORGANIZATIONAL APPROACHES
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TIME MANAGEMENT
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AEROBICS
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WALKING
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JOGGING
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SWIMMING
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RELAXATION EXERCISES FOR THE OFFICE
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EXERCISES - CONTINUEBack and Shoulder Exercises
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EXERCISES - CONTINUEHead and Neck Exercises
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SOCIAL SUPPORT NETWORK
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SELECTION AND PLACEMENT
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TRAINING
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GOAL SETTING
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JOB REDESIGNING
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EMPLOYEE INVOLVEMENT
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ORGANIAZATIONAL COMMUNICATION
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WELLNESS PROGRAM
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SURVEY REPORT OF JOHNSON AND JOHNSON
Chart4
1110
260
1200
177
In dollars
Annual Savings in Insurance Premium of JOHNSON AND JOHNSON ( In $)
Sheet1
Quit Smoking1110
Exercise260
Lowering Cholesterol1200
Slimming Down177
Sheet1
Sheet2
In dollars
Annual Savings in Insurance Premium of JOHNSON AND JOHNSON ( In $)
Sheet3
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CONCLUSIONHans Selves view Stress is not necessarily something bad it all depends on how you take it. The stress of exhilarating, creative successful work is beneficial, while that of failure, humiliation or infection is detrimental.
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