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A PROJECT REPORT ON

STRESS MANAGEMENT

SUBMITTED BY

MOMIN NOOR

T.Y.B.M.S. [Semester V]

SWAYAM SIDDHI MITRA SANGH S DEGREE

COLLEGESONADEVI COMPOUND,TEMGHAR PADA,BHIWANDI.

SUBMITTED TO

UNIVERSITY OF MUMBAI

ACADEMIC YEAR

2012- 2013

PROJECT GUIDE

DATE OF SUBMISSION



Stress Management

CERTIFICATE

(2011 – 2012)

Date :-

Place :- BHIWANDI

(Prof. HETAL PATEL) (Dr.P. N. ShUKLA)

BMS CO-ORDINATOR PRINCIPAL

( )

Project Guide

External Examiner

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This is to certify that Mr MOMIN NOOR has successfully completed the project entitled

”STUDY OF STRESS MANAGEMENT” during the academic year 2012-2013, under the

guidance of Prof.. as partial fulfillment of Semester V of Bachelor of Management Studies

(B.M.S) specialization course.



Stress Management

ACKNOWLEDGEMENT

I would like to acknowledge the following as being an idealistic channel

and a fresh dimension in the completion of, the project:

First and foremost I would like to thank my guide, PROF. . Whose

valuable support and guidance helped me in every aspect of this project?

Secondly, I would like to express my deep sense of gratitude towards

Principal, Prof. Dr. P. N. Shukla and our BMS Co-coordinator Prof.

Hetal Patel for their valuable guidance and support without which this

project would have not been possible.

I would also like to thank college librarian who provided us with valuable

books and periodicals.

Last but not least I would like to thank all the respondents for their support

and all those people who directly and indirectly helped me in completing

this project satisfactorily.

MOMIN NOOR

SEAT NO:

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Stress Management

Declaration

Date:

I,

MOMIN NOOR student of Swayam Siddhi college of TYBMS

Semester V hereby declare that the work done on the project entitled

“STUDY OF STRESS MANAGEMENT”. In the Academic Year

2011-2012 is original. Any references used in this project report have been

duly acknowledged.

This information submitted is true and original to the best of my

knowledge.

Thanking you,

Signature of the student,

MOMIN NOOR

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Stress Management

DECLARATION

Date:

_________

I the undersigned PROF. Is the guide of SENDU HINA KAUSAR

studying in B.M.S. Semester V.? She has completed his project on “ THE

STUDY OF STRESS MANAGEMENT”

I hereby declare that the information provided in this project is true, as per

the best of my knowledge.

Thanking you.

Yours Faithfully,

PROF.

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Stress Management

EXECUTIVE SUMMARY

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Stress Management

Table of Contents

Serial No. Contents Page No.

1. Introduction to Stress

management

2. Categories of Stress

3. Personal Stress

4. Organizational Stress

Table of Figures

Serial No. Contents Page No.

1. Stress Patterns

2. The Stress Responsibility Table

3. Short Term Stress

4. Long Term Stress

What is Stress?

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Stress Management

Stress is a complex phenomenon. It has been defined in many ways, but

simply put; it is the wear and tear of everyday life.

In everyday’s life people are subjected to a wide range of pressures.

Similarly there are also a wide range of resources and strategies for coping

with pressure. Sometimes people cope well and will not feel that the pressure

is having any adverse effect upon them. At other times they will have difficulty

in dealing with the situation and that is when we may use the term "stress".

In reality, any situation that puts pressure is technically "stressful".

Stress is not necessarily unpleasant or harmful. When people are able to cope

satisfactorily with the stress and find it to be positive in its effect, they tend to

use other words - such as "stimulation" or "challenge".

In this regard a simple but accurate definition of stress is:

"Stress occurs when the pressures upon us exceed our resources to

cope with those pressures."

It follows, therefore, that we can attempt to tackle stress either by reducing the

pressures or by increasing our coping resources - or, indeed, a combination of

both strategies.

The problem is that different people find quite different situations and

circumstances to be stressful. At the extremes, a situation which one person

experiences as positive and stimulating will cause another person acute

distress.

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Stress Management

“The Changing Times model” is one of the few to recognize this fact. It

is also one of the few, and widely known and successfully implemented

programs, which has been specifically designed to avoid both psychological

jargon and an unhelpful emphasis on medical models of stress.

Some people who suffer from mental disorders may be more

susceptible to stress. Equally, prolonged or acute exposure to excessive

stress can lead to illnesses. For the great majority of people, however,

stress is a perfectly normal and natural state that may be unpleasant or

disabling but which can be reduced without recourse to medicines or

therapy. All people need to do is develop a better understanding of the

causes and effects of our stress. The Changing Times model is designed to

help people do just that.

With that understanding everybody will be much better equipped to

reduce the pressures which cause stress and/or increase our resources for

coping with those pressures.

Categories of Stress

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Stress Management

Stress can be broadly classified in the following categories:

• Acute stress is what most people identify as stress. It makes itself felt

through tension headaches, emotional upsets, gastrointestinal

disturbances, feelings of agitation and pressure. It's easily treatable and

can be brought under control in six to eight weeks.

• Episodic acute stress is more serious and can lead to migraines,

hypertension, stroke, heart attack, anxiety, depression, serious

gastrointestinal distress. It's quite treatable, but it takes general life style

readjustments, four to six months, and often requires professional help.

• Chronic stress is the most serious of all. It's the stress that never ends.

It grinds us down until our resistance is gone. Serious systemic illness

such as diabetes, decreased immunocompetence, perhaps cancer is its

hallmark. It can be treated, even reversed, but it takes time - sometimes

two to three years-and often requires professional help.

• Traumatic stress is the result of massive acute stress, the effects of

which can reverberate through our systems for years. Post traumatic

stress disorder is treatable and reversible and usually requires

professional aid.

There are many different definitions but stress can be broadly defined as an

individual’s perceived inability to cope with the demands placed on them.

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The common expression for stress is ‘tension’ One is said to be tense, when

there is some anxiety, some fear of whether the desirable things may happen,

whether something may go wrong, etc. It is a state of discomfort felt in the

mind and experienced by the body. When there is tension, the body may

become weak.

In management literature, ‘Stress’ is defined as a response of the human body

to a felt need. When one is hungry and there is an urge to eat food, the body is

in a state of stress, which disappears when the need is fulfilled. This definition

suggests that stress is a desirable condition, making one move towards

fulfillment of needs. This is partly true. Stress occurs also when the need

arises out of fear and the urge is to run and escape. This may sometimes, be

not possible. In that case, there is no movement, the need remains unfulfilled

and the stress condition does not disappear.

Stress is identified as of two kinds. One is called EuStress, which is the

condition in which there is drive and effort to fulfill the needs. Motivation is

high. Achievement is seen as possible. The situation is challenging. Stress

disappears when the need is fulfilled. There is success. The other is DiStress,

which is the condition when there is a sense of helplessness in being able to

achieve. The feeling is of frustration. There is no success. May be, there is no

attempt even, because success is seen as impossible. The stress condition

remains.

If one were to chart the level of stress and the level of effort put in to work, it

would be an inverted parabola. EuStress would be in the ascending left side of

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the parabola. The challenge would be maximum at the hump. The latter half on

the right side represents Distress. The problems of stress are caused by

Distress, not by EuStress.

EuStress is necessary for the person to be fully alert, for all his faculties to

come into play to face the situation. For example, a goalkeeper in football or

hockey will be totally relaxed when the ball is at the other end of the ground,

but becomes extremely alert as the ball moved towards him. His body stiffens,

the eyes begin to bulge, focusing on the ball and the movement of the players,

picking up the slightest of movements and every nerve and muscle ready to

respond to those movements. That is EuStress, without which the goalkeeper

cannot be at his best. So also, the batsman in cricket experiences EuStress

when the bowler is on the run, and by the tennis player when the ball is about

to be served at the other end.

Certain Statistics that support common belief about stress:

Statistics from a recent global stress research study show that increased

stress is felt worldwide, and stress affects women differently than men:

A recent Roper Starch Worldwide survey of 30,000 people between the ages

of 13 and 65 in 30 countries showed:

• Women who work full-time and have children under the age of 13 report

the greatest stress worldwide

• Nearly one in four mothers who work full-time and have children under

13 feel stress almost every day

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• Globally, 23% of women executives and professionals, and 19% of their

male peers, say they feel "super-stressed"

Stress & its Characteristics

Stress is physical

When the goalkeeper or the batsman or the tennis player experiences

Eustress, there are changes in the physical system. The muscles become

tense. The eyes become sharper. When one is under severe distress, as in the

case of Arjuna in Kurukshetra, the person sweats, the body becomes weak

and loses strength.

Study of stress shows that the response is the same whether it is Eustress

or Distress, except that the degree varies. The response is called the Fight or

Flight response. When one senses danger, one is tempted to either stand or

fight to ward off the danger or run away – Flight. The body conditions itself for

either event, automatically, causing changes in the normal secretions of

hormones and other chemicals, withdrawing from activities that are less

important and diverting to activities that should have higher priority in that

situation.. Food is less important. The muscles need more energy and

therefore the blood carries substances to the muscles, diverting them from the

stomach. More oxygen than normal is required. Therefore, the breathing

becomes faster, the heartbeat rate increases, and the blood vessels dilate to

carry more oxygen. The liver releases more stored energy. The eyes and ears

become more acutely sensitive to the sensations from outside.

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Stress Management

The body is programmed to reverse these changes, and revert to normal,

when the threat disappears. If however, one remains in a continuous state of

stress, without becoming normal, the changed conditions tend to remain

permanent, like a rubber band loses its elasticity when held extended for a

long time. These abnormal conditions manifest as diseases and one suffers

from high blood pressure, cardiac disorders, peptic ulcers, insomnia,

constipation, fatigue, colitis, kidney problems, etc. Behaviorally, they lead to

absenteeism, alcoholism, use of drugs, marital disharmony and so on, which

are both organizationally and socially, undesirable.

Numerous common health problems are linked to stress:

• The leading six causes of death in worldwide: heart disease, cancer,

lung ailments, accidents, cirrhosis of the liver, and suicide originate from

stress.

• Immune response and deficiency

• Memory loss

• Obesity

Stress is psychological

Stress is experienced when one perceives a threat and the fight or flight

response is called for. This perception is an interpretation that one makes

within oneself, of the external factors. When one sees a dog on the street

baring its teeth, one may either get frightened or remain calm. Both fright and

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Stress Management

calmness are psychological reactions. The choice is one’s own and is not

dictated by the dog. This choice is made, largely unconsciously, on the basis of

one’s beliefs about dogs in general, what one has heard about rabies being

caused by dog bites, what one sees about the characteristics of the dog in

question at that time, one’s predilections towards animals, and so on.

When one becomes anxious in a situation, the situation does not create any

anxiety. What one thinks about the situation creates the anxiety. If one is

confident of tackling the situation, there is no anxiety. Therefore, the level of

stress is caused by one’s own perception of one’s capability to cope with the

situation. Thus, stress is a psychological response, depending upon one’s level

of fear, confidence, anxiety, anger, hurt, etc. The physical response is an

automatic sequel to one’s psychological condition. The physical changes

depend on the extent of fear or confidence etc. Therefore, the management of

stress essentially is in the control one has on one’s emotions.

Stressors

Stress is not caused by any external factor. Oneself creates it, by the way one

thinks about the external factors. Yet there are situations, in which most people

tend to get stressed. These are called stressors. In personal life, death of a

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Stress Management

close relative is a stressor. An important test in life, like a final examination; a

transfer of residence; separation due to marriage, divorce or change of job;

difficult financial demands; serious illness; likelihood of unpleasant secrets

becoming revealed; are common stressors. Having to welcome and entertain

important visitors or having to deliver a speech for the first time, also cause

considerable stress. At work, the following may be stressors.

• Needs not met. These could be needs for power, for fulfillment, for use

of knowledge

• Not being included by others as part of a group you want to belong to

• Not being recognized or valued for one’s competence

• Feeling that one is not adequate for the task, particularly when

compared to some one else

• Being denied what is due (rewards, work)

• Monotony or boredom

• Not having enough freedom at work, being closely supervised

• Inequity in rewards, assignments

• Very little opportunity for growth

• Too much of work, overload

• Too little work, boredom

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Stress Management

• Inadequate resources to do the assigned work, creating possibilities of

failures

• Conflict in values at work, being required to do what one does not like to

do

• Too many and conflicting demands at work from the role set

• Responsibilities not clear, ambiguity on what is expected

• Understanding, unpredictable, temperamental boss

• New unfamiliar work

• Being blamed

On close analysis, it will be found that all of the above situations are, in some

way or other, causing perceptions of possible failure at work or non-recognition

and consequent loss of self-esteem.

The Following are two types of stress patterns that exist in daily life:

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Stress Management

Figure 1 - The Stress Patterns

The Healthy Pattern recognizes that we can help our bodies to cope with the

stress adjustment process by applying a positive strategy, such as leisure,

relaxation, a vacation/trip, exercise and others. This restores a healthy stress

level.

The Crisis Pattern develops when we fail to recognize the signals that the body

sends and therefore we continue to stress ourselves until eventually we drop

and enter a deep negative state (crisis) and then physical and/or psychological

breakdown.

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Stress Management

Levels of Stress

There are four basic levels of stress symptoms. The first is the normal initial

response and is characterized by increased heart beat rates, increased blood

pressure, dilation of pupils, sweat in palms and reduced activity in the

stomach.

At the second level, there is more irritability, stuttering and stammering,

difficulty in concentrating, restlessness, lack of appetite and tendency to

increased smoking or drinking for those so habituated.

At the third level, there would be more headaches, stomach aches, diarrhoea,

sweating, insomnia, depression etc. The fourth level would be characterised by

ulcers, stroke, alcoholism, drug addiction, psychosis etc.

Organization stress is a state or condition indicated by the degree of

discrepancy between organizational demands and organizational capacity"

(Haas & Drabek 1973). A disaster can act as a catalyst for organization stress,

and subsequent worker stress. The book written by the above-mentioned

people reviews the literature relating to the sociological concept of organization

stress, outlining the nature of the condition and its theoretical causes within the

disaster setting. Following a discussion of the concept of organization stress

the book discusses organizational perception of stress, organization coping

mechanisms for disaster impact, and organizational adaptation to disaster-

induced stress.

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Stress Management

Personal Stress

Causes of personal stress:

• Growing psychological demands productivity demands increase and

work longer hours.

• The need to gather and apply growing amounts of information.

• Job insecurity

•

Demographic changes such as aging workers, female participation in

the workforce, and the integration of a growing population of ethnic and

racial minorities into the workplace

• The need for both men and women to balance obligations between work

and family as women enter the workforce worldwide.

How Can stress be eliminated from an individual’s life?

As it is seen, positive stress adds anticipation and excitement to life, and

everybody thrive’s under a certain amount of stress. Deadlines, competitions,

confrontations, and even frustrations and sorrows add depth and enrichment to

people’s lives. One’s goal should not be to eliminate stress but to learn how to

manage it and how to use it to help us. Insufficient stress acts as a depressant

and may leave a person feeling bored or dejected; on the other hand,

excessive stress may leave us feeling "tied up in knots." What needs to be

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done is to find the optimal level of stress which will individually motivate but not

overwhelm everyone.

How Can the optimal level of stress be identified by an individual?

There is no single level of stress that is optimal for all people. Every individual

has unique requirements. As such, what is distressing to one may be a joy to

another. And even when it is agreed that a particular event is distressing,

different individuals are likely to differ in their physiological and psychological

responses to it.

The person who loves to arbitrate disputes and moves from job site to job site

would be stressed in a job, which was stable and routine, whereas the person

who thrives under stable conditions would very likely be stressed on a job

where duties were highly varied. Also, personal stress requirements and the

amount which a person can tolerate before he/she becomes distressed

changes with his/her ages.

It has been found that most illness is related to unrelieved stress. If somebody

is experiencing stress symptoms, that person has gone beyond the optimal

stress level; that person needs to reduce the stress in his/her life and/or

improve his/her ability to manage it.

How Can an individual manage Stress Better?

Identifying unrelieved stress and being aware of its effect on our lives is not

sufficient for reducing its harmful effects. Just as there are many sources of

stress, there are many possibilities for its management. However, all require

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work toward change: changing the source of stress and/or changing our

reaction to it. How does one proceed?

1. Become aware of your stressors and your emotional and physical

reactions.

Notice your distress. Don't ignore it. Don't gloss over the problems.

Determine what events distress you. What are you telling yourself about

meaning of these events?

Determine how your body responds to the stress. Do you become

nervous or physically upset? If so, in what specific ways?

2. Recognize what you can change.

Can you change your stressors by avoiding or eliminating them

completely?

Can you reduce their intensity (manage them over a period of time

instead of on a daily or weekly basis)?

Can you shorten your exposure to stress (take a break, leave the

physical premises)?

Can you devote the time and energy necessary to making a change

(goal setting, time management techniques, and delayed gratification

strategies may be helpful here)?

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3. Reduce the intensity of your emotional reactions to stress.

The stress reaction is triggered by your perception of danger...physical

danger and/or emotional danger. Are you viewing your stressors in

exaggerated terms and/or taking a difficult situation and making it a

disaster?

Are you expecting to please everyone?

Are you overreacting and viewing things as absolutely critical and

urgent? Do you feel you must always prevail in every situation?

Work at adopting more moderate views; try to see the stress as

something you can cope with rather than something that overpowers

you. Try to temper your excess emotions. Put the situation in

perspective. Do not labor on the negative aspects and the "what if's."

4. Learn to moderate your physical reactions to stress.

Slow, deep breathing will bring your heart rate and respiration back to

normal.

Relaxation techniques can reduce muscle tension. Electronic

biofeedback can help you gain voluntary control over such things as

muscle tension, heart rate, and blood pressure.

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Medications, when prescribed by a physician, can help in the short term

in moderating your physical reactions. However, they alone are not the

answer. Learning to moderate these reactions on your own is a

preferable long-term solution.

5. Build your physical reserves.

Exercise for cardiovascular fitness three to four times a week

(moderate, prolonged rhythmic exercise is best, such as walking,

swimming, cycling, or jogging).

Eat well-balanced, nutritious meals.

Maintain your ideal weight.

Avoid nicotine, excessive caffeine, and other stimulants.

Mix leisure with work. Take breaks and get away when you can. Get

enough sleep. Be as consistent with your sleep schedule as possible.

6. Maintain your emotional reserves.

Develop some mutually supportive friendships/relationships.

Pursue realistic goals which are meaningful to you, rather than goals

others have for you that you do not share.

Expect some frustrations, failures, and sorrows.

Always be kind and gentle with yourself -- be a friend to yourself.

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Stress Management

To manage the stress in your life, experts offer several strategies:

•

Four types of regular exercise are recommended.

• Meditation, imagery or breathing exercises allow an individual to relax

mentally and physically.

• Various massage techniques can promote relaxation, improve

circulation and relieve tension. Massages benefit both emotional and

physical health.

• Commit to making physical exercise a part of your daily routine, find a

noncompetitive partner, have fun and change your routine to keep it

interesting.

• Stress management consultant Loretta LaRouche recommends taking

time to find humor in every day life. One of her suggestions is to start a

humor box. Fill it with silly guises, cartoons, funny stories and/or favorite

humorous videos. Go to this box when you are feeling stressed.

• Practicing healthy eating habits can reduce stress. Plan meals based on

USDA’s Food Pyramid.

• Maintain balance: find time for work and play.

Stress is a fact of life. The best way to confront this fact is through

management.

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ORGANISATIONAL STRESS

There is a considerable cost to people, in both human and financial terms, in

working in an unhealthy stressful environment. It is therefore in the interest of

all leaders and managers to create healthy workplaces.

What is commonly referred to as 'organizational stress' may be said to be

caused by a dysfunctional culture. Where members of an organization share a

negative view of that organization, they are not likely to be motivated to

perform well. On the contrary, they may feel that work is not worthwhile and

that there is little point in pursuing personal or organizational objectives or

desires. The result may be a serious loss of self-esteem and when this

condition prevails this will be experienced as stress.

Some of the consequences of stress have been identified as:

Reduced productivity

• Lack of creativity

•

Job dissatisfaction

• Increased sick leave

• Premature retirement

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• Absenteeism

• Accidents

• Organizational breakdown

There are many ways in which organizational culture will manifest itself in a

dysfunctional way. For example, the unhelpful and dysfunctional division

between 'us' and ‘them’, which may be perpetuated, by both senior managers

and those at other levels of an organization in a collusive manner. A division,

which results in a lack of proper communication and a sort of 'blaming' culture.

Addressing these matters is difficult work, work that cannot be adequately

dealt with by managers or internal consultants because they are part of the

culture; part of the hierarchy, and subject to the authority structure of the

organization.

However, this is not the total extent of the needs regarding organizational

stress. There is also a need for a Stress Management Strategy that through

various approaches will, in its entirety, provide for the needs of the

organization.

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The Stress responsibility Table

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Level Aims Responsibility

1 Treat casualties Occupational Health Professionals

2 Detect other cases Managers/Occupational Health Professionals

3 Increase awareness Managers, Training, Occupational Health

4 Teach Skills Training, Occupational Health

5 Improve Culture Senior Management Team



Stress Management

Such a strategy would address the following sort of issues:

The first four actions are as essential as the last. Internal staff that has the

knowledge, skills can develop all these and ability to ensure that what is

provided is as good as anywhere else. There may be benefit from employing

outside assistance to consult to the process but basically the experts in the

field are in the organization.

The real point is that this sort of strategy should be seen as a total package.

Without addressing the issue of culture the organization will not achieve the

desired effective activities in the areas identified at 1 - 4 above. Equally, it

could be ensured that the organization had a wonderful culture but without the

other activities there would be no service available to members of the

organization.

Short term stress

The diagram below shows the relationship between stress and the quality of

performance when one is in situations that impose short term stress:

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Where stress is low, one may find that his/her performance is low

because of boredom, lack concentration and motivation. Where stress is too

high, the performance can suffer from all the symptoms of excessive short-

term stress. In the middle, at a moderate level of stress, there is a zone of best

performance. If one can keep oneself within this zone, then that person will be

sufficiently aroused to perform well while not being over-stressed and

unhappy.

This graph, and this zone of optimum performance, is different shapes for

different people. Some people may operate most effectively at a level of stress

that would leave other people either bored or in pieces. It is possible that

someone who functions superbly at a low level might experience difficulties at

a high level. Alternatively someone who performs only moderately at low level

might perform exceptionally under extreme pressure.

The best way of finding your optimum level of stress is to keep a stress diary

for a number of weeks.

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Long term stress

The problems of long term, sustained stress are more associated with fatigue,

morale and health than with short term adrenaline management.

The graph below shows the way in which performance can suffer when

someone is under excessive long-term stress:

The graph shows stages that a person may go through in response to

sustained levels of excessive stress:

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• During the first phase a person will face challenges with plenty of

energy. One’s response will probably be positive and effective.

• After a period of time one may begin to feel seriously tired. The person

may start to feel anxious, frustrated and upset. The quality of one’s work

may begin to suffer.

• As high stress continues one may begin to feel a sense of failure and

may be ill more frequently. A person may also begin to feel exploited by

his/her organization. At this stage the person may start to distance

himself/herself from the employer, perhaps starting to look for a new

job.

• If high levels of stress continue without relief one may ultimately

experience depression, burnout, nervous breakdown, or some other

form of serious stress related illness.

Different people may move between these stages with different speeds under

different stress conditions.

At a simple level it may appear that a measure of 'toughness' is how well a

person keeps on going under extreme stress. This is simplistic. It is certainly

possible to be self-indulgent and use stress as an excuse for not pushing

yourself hard enough. It is, however, also far too easy to let yourself be pushed

to a level where your work, and physical and mental health start to suffer. The

strongest and most flexible position is to actively manage your levels of stress

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and fatigue so that you are able to produce high quality work over a long

period, reliably.

High performance in your job may require continued hard work in the face of

high levels of sustained stress. If this is the case, it is essential that you learn

to pay attention to your feelings. This ensures that you know when to relax,

slacken off for a short period, get more sleep, or implement stress

management strategies. If you do not take feelings of tiredness, upset or

discontent seriously, then you may face failure, burnout or breakdown.

There are good strategies for avoiding or surviving these that are beyond the

scope of certain books.

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Managing Stress

Stress cannot be avoided. It should not be avoided. Without stress, there will

be no attempt to try the difficult. One will give up much too easily. One will not

succeed in doing even what one is easily capable of, because even the normal

faculties will not come into play - like the goalkeeper, if he remained relaxed

even at the last minute.

There are two aspects to take care of in managing stress. One is that one

should not develop stress to the point that one becomes non-functional like

Arjuna laying down his arms. The second is to try to get back to normal as

quickly as one can and not continue to be in a state of stress for too long.

The former is achieved essentially by an attitude that is developed by rational

thoughts. The first is to realize that one’s perceptions often distort the reality.

The situation may not be as bad as it may seem to be. The second is to

understand that a failure is not an unmitigated disaster. It is not possible to

succeed all the time. It is not even necessary to succeed all the time. One

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failed effort does not mean that the person is no good. Nobody has succeeded

without many losses. Even World champions sometimes lose a first round

match to an unseeded player. Marconi and Thomas Alva Edison succeeded in

their inventions after many attempts that failed. They saw failures as

opportunities to learn.

The third is to recognize that worry and anxiety will not modify the situation, but

will only disturb one’s peace of mind and health. If one watches passengers at

airports and railway stations, one will find how some of them remain quite

relaxed and even sleeping while others are continuously making enquiries from

officials about extent and causes of delays. Such constant enquiries only

irritate, but do not expedite solutions. They add to stress of self and of others.

Another very valid concept is what is postulate in the Gita. You can only do.

The results are not in your hands. The results, called failures or successes are

in the future. One does not have control on the future. One can acquire some

control on the present and that is what one does. Also the success or failure

does not depend only on what one does. Many other factors impinge.

Therefore, the Gita proposes, do your duty and do not worry about what the

consequences or fruits may be. Only thoughts about the possible desirability of

the fruits cause anxieties. Mother Teresa had expressed the same thought,

when she is reported to have said to the industrialist Mr. J.R.D.Tata, “Why are

you worrying about poverty? Your work is to open more industries, give more

employment to people and leave the rest to God.”

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Stress Management

A situation that causes stress is a problem situation. The solution needs

generating managerial options. People lose tempers and abuse officials as a

result of stress. None of these solve the problems that may exist. Problem-

solving needs calm, clear, analytical thinking. Clarity of thought and analysis

improves with EuStress and deteriorates with DiStress. Managerial alternatives

and options will be seen when one ‘is concerned’ with the matter, not when

one is ‘anxious’.

Awareness that nothing will be perfect and that anything that can go wrong will

go wrong, helps to cope with the stress situations. People who demand of

them Excellence always, are likely to develop high stress. Perfection is not

necessary. It may also not be possible. Satisfying is often the only available

option.

At work one must learn to delegate. Many people believe that they alone can

do certain tasks. The golden rule is to make this statement invalid as quickly as

possible. Stress is only one reason for doing so. The positive outcomes are

many. As one rises in the hierarchy, it would be impossible to do all the jobs

that have to be done. One needs to pass on to others. Time spent in making

this happen, is good investment for the future. Getting back to normal is

relatively easy. One only has to get one’s mind into a condition in which there

is no stress. Any pleasant activity will make this possible. Hobbies help. The

practice of Yoga is excellent to relax one’s body and mind. Stress is relieved

when one can share one’s thoughts and feelings with someone else. Good

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Stress Management

tunes and ragas, like in bhajans and ghazals, have the capacity to soothe

one’s nerves, even if one is not listening.

As an organization as a whole

• Organizational Stress Auditing (organization)

o Before organizational stress is targeted, we need to know what is

causing it. Workplace stressors should be identified and

employees can guide with options to manage it.

• Stress Management Training (group or individual)

o Through a range of easily applied, practical courses underpinned

by widely accepted Stress Management theory, groups and

individuals can increase their understanding of the causes of

stress and through this, learn techniques for reducing and

dealing with stress.

As the Manager

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Stress Management

As the boss, one can ensure that subordinates are not put to undue stress and

also that they are helped to get out of stress situations as quickly as possible.

The steps are

• Recognize the stress levels

• Show concern

• Encourage talking

• Listen

• Empathize

• Explain and show how it can be done

• Reassure

• Provide support

• Discuss and involve them in decisions

• Show respect to the individuals

• Avoid insult, denunciation, abuse, reprimand, particularly in public

• Avoid manipulation, coercion, blaming

• Avoid pressurizing too much

• Provide social support

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Stress Management

All the above, render support and help to reduce anxieties. It is not suggested

that the demands on people should be lowered. People like challenges. They

must be given challenging assignments. That is the only way to growth. But if

there is a sensing of extreme stress, it should be managed through

reassurance, not by withdrawing the assignment.

Personality Types

Studies on Stress have identified that Type A personalities tend to get stressed

much faster than Type B personalities. The characteristics of a Type A

personality are an intense urge to achieve, impatience and restlessness,

always on the move, hurrying, doing more than one task at a time. He keeps a

heavy and tight schedule and dislikes waiting and relaxing. The Type B is

exactly the opposite, takes things easy, finds time to relax, is not impatient and

is not obsessed with winning all the time.

Instruments have been developed to identify the Type of any person. But no

one is fully Type A or fully Type B. It is possible to move from one type to

another. It is not as if Type B is the more desirable personality, because stress

is not the only factor relevant for effectiveness. Achievement is equally

important for effectiveness and there the Type A has a better chance to win.

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Stress Management

Time Management

Inadequacy of resource is a common stressor. One needs resources to do a

job and if the resource is not available, there could be stress. One important

resource is Time. Many people find that they do not have enough time to do a

job. Deadlines seem to be difficult to meet. This is true of individuals as well as

of collectives. We read of committees asking for extension of time to do their

jobs; of projects not being completed on time. Unfortunately, time is such a

resource that nobody can give more or take away. Everybody has a definite

amount of time available. Studies show that people are poor planners in terms

of usage of time as a resource. Time is wasted in a number of ways.

Therefore, if one learns ways to manage one’s time better, there could be a

better control on stress.

Time is wasted because of

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Stress Management

• Non-productive work like searching for files, papers and references.

• Available information being inadequate or incomplete

• Meetings and lengthy reports

• Indecisiveness, unable to make up one’s mind

• Correcting errors in instructions, assignments

• Clarifying goals and roles

• Too much routine, paperwork

• Lack of prioritization

Once the cause is known, the remedy should be obvious. The best way to

know the cause is to keep a detailed log of how one is using his time over a

period of a week or so. Some of the remedies will be in the nature of

readjustments of personal habits, like planning on priorities, avoiding drift in

meetings, not insisting on perfectionism etc. Some remedies will be in the

nature of reorganizing work systems in the office so that search and

corrections are made minimal. Some will be in the nature of training others for

better work practices, so that supervision can be less.

Indecisiveness has been mentioned as a time waster. This may happen

because of lack of clarity on objectives or because of fatigue and the mind not

being able to concentrate. Both are avoidable. Indecisiveness can also happen

because of lack of knowledge on the subject. The time one takes to study a

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Stress Management

matter depends on one’s skill. Experienced people run through a 100 page file,

without reading every page, but picking up the important and relevant matter,

while another may have to spend double the time reading every paper to

determine its relevance. Thus, one way to manage time better is to improve

one’s skills at work

Stress is the "wear and tear" our bodies experience as we adjust to our

continually changing environment; it has physical and emotional effects on us

and can create positive or negative feelings. As a positive influence, stress can

help compel us to action; it can result in a new awareness and an exciting new

perspective. As a negative influence, it can result in feelings of distrust,

rejection, anger,

and depression, which in turn can lead to health problems such as headaches,

upset stomach, rashes, insomnia, ulcers, high blood pressure, heart disease,

and stroke. With the death of a loved one, the birth of a child, a job promotion,

or a new relationship, we experience stress as we readjust our lives. In so

adjusting to different circumstances, stress will help or hinder us depending on

how we react to it.

PresentationIdea:

Schedule a stress busting experiential activity to help deal with particularly

stressful times in life. Examples could include bringing in a massage therapist

to share techniques with the chapter, scheduling regular physical activities or

having an individual lead the chapter through a meditation/imagery exercise.

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Stress Management

For exercise examples, feel free to contact the Coordinator of Resource

Development at Executive Offices.

More and more employees are experiencing stress at work. They may be

coping with too much pressure, long hours or rapid change. The nature of

employment has now changed and the idea of a job for life has been replaced

by an emphasis on performance. Stress is now recognized as a valid health

and safety issue at work. Litigation is on the increase and there have been

successful claims for compensation for work-related stress. More and more

employers are turning to Stress Management to tackle these problems. Stress

Management can enable people to improve their own response to stress and

enable the organization to reduce workplace stressors. Our Training Package

addresses the problems of work-place stress with the twofold approach of

Stress Auditing and Stress Management Training.

The Stress Audit for the Organization

We provide the information and materials to enable you to carry out a Stress

Audit for your organization. The findings of the audit can be addressed in the

Stress Management Training sessions. Master copies of all Stress Audit forms

and questionnaires are provided in order for you to carry out regular audits if

you so wish. However, Stress Management Training will be of value whether or

not you undertake an Audit.

Organizational Stress Management

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Stress Management

Organizational Stress Management aims at preventing and reducing stress for

both the individual employee and the organization or company. The Training

Package offers you eight detailed sessions for stress management training

groups in your workplace. These include eight relaxation exercises on audio

cassette tapes, together with training in relaxation, breathing and cognitive-

behavioral techniques. We also provide practical training in the management of

many workplace stressors. The Stress Management sessions provide

employees with the opportunity to tackle major stressors using techniques from

Problem Solving Therapy. We also provide research notes with each session

giving you in-depth background information on the problems of work-pace

stress, together with step-by-step presentations of related therapies of

particular value in the treatment of stress at work.

Case studies

1) Fortune 50 company installs Stress Navigator on corporate intranet as

in-house stress control program; prior to program rollout, the site

attracts 7,000 employees ready to reduce stress

The Situation: This Fortune 50 Company, like many others, realized that

stress was a significant problem, a major burden in both economic and human

terms for company and employees alike. They had tried various stress

management programs before, but with little success – employees weren’t

utilizing the programs. When they first saw the Stress Navigator Workshop, the

company realized that this program was different. When used as a portal to the

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Stress Management

Human Resources, it could directly link employees to appropriate corporate

benefits and programs.

The Stress Navigator Workshop: This Company put the Workshop on their

corporate intranet as part of a pilot program for executives. The executives had

such a positive experience with it that they mentioned it to their co-workers and

others. Word of mouth spread, and before they knew it, more than 10%

percent of their 70,000 employees with access to the corporate intranet had

taken the workshop online. And this was before it was general knowledge that

the program was available. Stress Directions and the Stress Navigator

Workshop answered a need the company knew they had, but didn’t know how

to resolve. Employees recognized the opportunity immediately and got the help

they needed.

The Resolution: When presented with a system that made sense, the

organization and individuals chose to take action towards health. It’s too soon

to measure the impact of Stress Directions on their bottom-line, but after a year

on their intranet, much of this company’s workforce has gone through the

online program. The company has settled on the Stress Navigator Workshop

as their stress control strategy and plans to keep it available for their

employees indefinitely.

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Stress Management

2) Personal products company struggles to maintain global market

share, restructures product delivery protocol to increase health and

productivity, and decrease costs

The Situation: The Situation: The most recent product development cycle of

this global manufacturing company provides a prime example of how stress

can cost even the most successful organizations.

In the rush to stay competitive, what had been a five-year development cycle

was cut to three years. Because of the push to get the new product on the

market, design and engineering specs were less firm than they should have

been, and decision-makers continued to tinker with basic design after

manufacturing machinery was under construction. The machinery had to be

redesigned and rebuilt several times. Machinists were assigned back-breaking

amounts of overtime to stay on schedule. The ripple effects of the overtime

made the situation stressful for families as well as employees. With no time to

rest, machinists made mistakes that had to be corrected, which called for more

overtime. The entire development team felt tremendous stress and, sadly,

three suicides occurred among them during a 13-month time period.

The Organization Stress Profile: The 850-member development team took

the Stress Navigator Workshop either online or in the paper and pencil format

in a corporate effort to address wellness issues and retain the entire

corporation’s competitive market position. In the workshops, employees cited

overwork as their number one stress concern.

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Stress Management

The Resolution: The division head in charge of the development team

implemented mandatory stress management programs and put a cap on

overtime. In the end, the incidence of errors dropped significantly and

employees were able to accomplish more work of higher quality in fewer hours.

3) Federal agency cuts turnover rate from 40% to 15% in three years by

identifying stress patterns and changing hiring philosophy

The Situation: This 47-person government agency had a 40% turnover rate

and was experiencing deep problems with employee moral and stress. A

manufacturing section within the agency was particularly hard-hit and had

fallen far behind schedule. Management was quickly reaching a dead-end in

their search for solutions, and job security was on the line. The agency

perceived high stress in the manufacturing section to be the likely cause of its

problems.

The Organization Stress Profile: All agency employees were administered

the Stress Navigator Questionnaire to determine whether the turnover rate was

indeed related to job stress. Grouped results did show the manufacturing

group to be higher in susceptibility to stress, sources of stress, and symptoms

of stress. But they also differed demographically from their peers in many

significant respects. For example, their average age was five to ten years

younger than workers in the other two sections of the agency, and this job

typically represented their first foray into the labor market.

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Stress Management

Further analysis revealed that the workers in manufacturing had several likely

causes for higher stress and job dissatisfaction. Compared to co-workers in

nearby regulation and communication sections, they had less seniority (it was

the entry-level section of the organization), earned lower pay, were more

vulnerable to seasonal layoffs, were restricted to their work stations, and had

no access to phones. In addition, they were isolated from the other sections by

a wall with a single door that remained open so they were constantly aware of

the contrast in working conditions between their section and the others.

In other words, manufacturing still scored highest in all stress categories, but

not for the reasons that had been assumed. In-depth analysis made it evident

much of the workplace stress stemmed from the fact that the employees were

young and financially insecure. The turnover had as much to do with conditions

outside of the agency, such as career level, maturity and financial security, as

it did with the conditions of the workplace.

Resolution: Based on the information gleaned from the Stress Navigator

Workshops and the advice of stress consultants, the agency corrected many of

the internal conditions cited above, implemented appropriate stress

management training for supervisors, and changed their hiring patterns to

select stable, more mature workers who would not be looking at the job as a

career opportunity. Turnover rates were cut from 40% to 15% in just under

three years.

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Stress Management

4) Reorganization stress of Fortune 100 company is measured, then

reduced

The Situation: When it came time to evolve from a large, centralized company

with several subsidiaries to a swifter, more segmented organization with

decentralized decision-making and restructured responsibilities at the

corporate, regional and local levels, this Fortune 100 Company thought they

were prepared. For years, employees had access to an employee assistance

program, in-house stress management programs, and fitness programs.

Additional resources were put in place to address the stress of the

restructuring. Months later, the company was still identifying high levels of

stress in two regional offices that were among the oldest in the company. More

managers than non-managers were expressing stress-related concerns and

reporting a breakdown in communications. Executives were questioning the

value of existing corporate stress management programs.

The Organization Stress Profile: More than 1,800 employees with access to

the corporate intranet voluntarily took the Stress Navigator Workshop. Analysis

of data groups by regional office showed that three of the twelve regional

offices had clinically meaningful levels of stress, particularly as related to

concerns about the future, confusion regarding job descriptions, and lines of

authority and responsibility. Stress seemed to derive from the workplace and

ripple into the other areas of employees’ lives. This was true across the board:

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Stress Management

To the company’s surprise, no significant differences in stress levels were

found between managers and non-managers in any of the regional offices.

However, female employees reported more stress and higher symptom levels,

in themselves as individuals, in their families and in social situations, than did

men. The women’s stress was mostly linked to the competing demands of

family and work, indecision regarding career choices, social isolation and sex

discrimination. Males reported higher levels of vulnerability. The highest stress

was reported in the two regions with the highest population density, traffic,

social isolation, noise, crime, and ethnic and racial differences and tensions.

In fact, it was a tribute to the effectiveness of the current stress management

structure that the high stress levels had not affected utilization of health

benefits to a greater extent.

The Resolution: The Company continued their stress management and

wellness programs, and increased them in high stress regions with particular

efforts toward resolving ethnic and racial tensions and competitions. No

extraordinary effort was directed toward managers. It was also recommended

that the addition of workshops and seminars on women’s issues would be well

worth the investment in time and energy. Stress Directions helped this

company identify and address their stress issues efficiently and accordingly

find accurate solutions to their problems.

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Stress Management

Critical Incident Stress Management

Critical incidents do occur In the workplace:

• Accidents on the work sight

• A sudden unexpected death of a coworker

• Workplace violence

Critical Incident stress is a normal response to an abnormal situation. Left

untreated, critical Incident stress could lead to lower production, increased

absenteeism, Increased substance abuse, and increased use of health care

benefits. The stress reactions experienced by those who have been exposed

to a critical Incident may appear immediately or surface hours or days after the

event:

Survivor guilt, Flashbacks, Confusion

Poor concentration, Distressing dreams

Fatigue, Grief, Fear

Anger, Chills, Diarrhoea, Nausea

These are only a few examples of what individuals report after experiencing a

critical Incident. Sometimes the critical Incident Is so painful professional

assistance from a specially trained Individual becomes necessary.

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Stress Management

WORKPLACE RESOURCES has professionals with more than ten years

experience in the area of critical Incident stress. We can provide: pre-planning:

to help you design a plan of action to assist your company be better prepared

If and when your workplace experiences a critical incident post-accident: We

will provide a team to help assess the situation and guide you through the

recovery phase.

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Stress Management

THE GODREJ VISIT:

About Godrej:

Everyday, every Indian encounters the ‘Godrej’ name sometime

somewhere. A person may begin the day bathing with a Godrej soap, shaving

with a Godrej shaving cream, storing clothes in a Godrej Storewell cupboard,

cooking food in a Godrej cooking oil and preserving it in a Godrej refrigerator.

Money and valuables are kept in a Godrej safe, work is done on a Godrej

computer or typewriter while sitting on a Godrej chair and drinking a Godrej

fruit drink. Yet few know about the indomitable spirit of the man responsible for

making Godrej a household name - Ardeshir Godrej., a pioneer who produced

quality products and captured markets.

Innovation has been the key. It is this spirit that has built Godrej and carried it

for a hundred years. Taking it into diverse industries ranging from cupboards to

soaps, hair dyes to edible oils, and packaged foods to refrigerators. In recent

years several partnerships have been formed with international giants like

General Electric, Pillsbury, Fiskars and Sara Lee, bringing Godrej membership

in the Global village that will carry it forward into the 21st century.

Godrej has always been a crusader for a better world with programs that

benefit endangered forests, wild life and mangroves. Every year the Pirojsha

Godrej Foundation dedicates funds towards promoting education, housing,

social upliftment, conservation, population management and relief of natural

calamities.

- 53 -

http://www.godrejindia.com/heritage.htm

http://www.godrejindia.com/heritage.htm



Stress Management

Godrej Consumer Products Ltd.(GCPL) is a major player in the Indian FMCG

market with leadership in personal, hair, household and fabric care segments.

The company employs 950 people and has three state-of-the-art

manufacturing facilities at Malanpur (M.P.) Guwahati (Assam) and Silvassa

(U.T.).

Their main focus is on providing their customers with innovative, value for

money solutions for meeting their daily needs and improving the quality of their

life. This is achieved through the brands the company markets. We are among

the largest marketer of toilet soaps in the country with leading brands such as

CINTHOL, FAIRGLOW, and GODREJ NO 1. Their FAIRGLOW brand, India's

first Fairness soap, has created marketing history as one of the most

successful innovations.

They are the leader in the hair color category in India and have a vast product

range from COLOURSOFT LIQUID HAIR COLOURS; GODREJ LIQUID &

POWDER HAIR DYES to GODREJ KESH KALA OIL based Hair Dyes.

Their Liquid Detergent brand EZEE is the market leader in its category. They

are also the preferred supplier for contract manufacturing of toilet soaps by

some of the most well known brands in the country.

They are supported in their endeavor by a state-of-the-art Research Centre

based in Mumbai.

Their quality products have been received very well in the international market

and they are present in many countries across the world.

- 54 -

http://www.godrejcp.com/haircare.php


http://www.godrejcp.com/kk.php

http://www.godrejcp.com/ezee.php

http://www.godrejcp.com/randd.php



http://www.godrejcp.com/kk.php

http://www.godrejcp.com/ezee.php

http://www.godrejcp.com/randd.php



Stress Management

The “Pre –Stress Managed” Godrej:

Job-related stress is particularly likely to become chronic because it is

such a large part of daily life. And, thus stress in turn was reducing worker

effectiveness by impairing concentration, causing sleeplessness, and

increasing the risk for illness, back problems, accidents, and lost time. It was

leading to harassment or even violence while on the job in some cases. At its

most extreme, stress that places such a burden on the heart and circulation

may be fatal.

The stress problems were affecting the overall working of the organization.

Stressed employees were not able to give their 100% to the organization and

their interest in office work was also depleting.

The company could not afford this since its toughest competitor HLL

(Hindustan Lever Ltd.) was catching up with it. The management was also

getting news about employee dissatisfaction, thanks mainly to the internal

grapevine.

Traditional Stress Management Techniques:-

As quoted by Mr.Bharoik, previously, Godrej did not have prominent

Stress Management Techniques in place. But, recently after the results of the

“Employee Stress Survey”, conducted by the HR department of the

organization were printed in the company’s own periodical, the top level

management seriously considered doing something about employee stress

problems.

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Stress Management

Brief Results of the “Employee Stress Survey”: -

• First, no single method is uniformly successful: a combination of

approaches is generally most effective.

• Second, what works for one person does not necessarily work for

someone else.

• Third, stress can be positive as well as negative. Appropriate and

controllable stress provides interest and excitement and motivates the

individual to greater achievement, while a lack of stress may lead to

boredom and depression.

• Finally, stress may play a part in making people vulnerable to

illness. A physician or psychologist should be consulted if there are any

indications of accompanying medical or psychological conditions, such

as cardiac symptoms, significant pain, anxiety, or depression.

Other Observations: -

A healthy lifestyle is an essential companion to any stress-reduction

program. General health and stress resistance can be enhanced by a regular

exercise, a diet rich in a variety of whole grains, vegetables, and fruits, and by

avoiding excessive alcohol, caffeine, and tobacco. Exercise in combination

with stress management techniques is extremely important. Stress itself poses

significantly less danger to overall health in the physically active individual. The

heart and circulation are able to work harder for longer stretches of time, and

the muscles, ligaments, bones, and joints become stronger and more flexible.

Cognitive-behavioral methods are the most effective ways to reduce stress.

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Stress Management

They include identifying sources of stress, restructuring priorities, changing

one's response to stress, and finding methods for managing and reducing

stress. This approach may be particularly helpful when the source of stress is

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Stress Management

Chronic pain or other chronic diseases.

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Stress Management

The Godrej Stress Test Form

- 59 -

Organizational Stress Test

Instructions:

There are no right or wrong answers to this test. Please remain

anonymous. Those completing this test must not be able to be identifiedby name, department, or job position. Place the completed test where your

supervisor has instructed. Thank you for participating.



Stress Management

- 60 -

Organizational Stress Test

Rate 1 - 5 (1=disagree completely, 5 = agree completely)Rate 1 to 5

1. We have a clearly defined purpose

2. We have clearly defined goals

3. We have clearly defined authority

4. We have clearly defined lines of authority

5. Members are respected by authority

6. Members respect each other

7. Members are included in a problem-solving process.

8. Members ask for responsibility.

9. Members are offered responsibility

10. Members are encouraged to be creative.

11. Members are willing to ask for help.

12. Members are willing to help when asked.

13. Members offer to help each other.

14. Members are willing to receive help when offered.

15. There is open communication.

16. There is clear, accurate, and current information.

17. Members verbally support one another.

18. Members include or offer to include all other members.



Stress Management

Suggestions to employees: -

• Establish or reinforce a network of friends at work and at home.

• Restructure priorities and eliminate unnecessary tasks.

• Learn to focus on positive outcomes.

• If the job is unendurable, plan and execute a career change. Send out

resumes or work on transfers within the company.

Modern Organizational Stress management Techniques:-

The organization has now found out what was missing in employee

welfare. Now stress surveys are being conducted every month to see what

kind of stress does a lower level employee undergo?

Other than the normal measures the organization conducts yoga sessions

twice a week for its employees for relaxation purposes.

Measures taken to improve the situation:

A stress management company was hired to look into the matter and

suggest and implement the best remedial measures possible, in conjunction

with the company’s Human Resources Department.

The stress management company thought it was best to conduct a course

and the following are some of its fine points:

• Participants meet weekly for eight 90-minute classes.

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Stress Management

• The company's human resources department and the availability of the

PPSM staff will determine course schedule.

• Preliminary meetings with the company's human resource department,

managers and employees to provide information to tailor the program to

best meet the corporate needs.

• Up to four 60-minute introductory lectures, or as requested, to describe

the program to potential participants are conducted.

• All class materials are provided including two textbooks, additional

reading materials, customized study manuals, and tailored audio

cassettes developed to meet the company's identified needs.

• The objective outcomes of significance to employee satisfaction and

performance are measured by developing pre & post training

assessments in partnership with the company’s Human Resources

Department.

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Stress Management

Benefits:

• Happier and healthier staff means better performance and increased

efficiency and productivity.

• Drastically reduced stress-related staff problems

• Better communication with customers, co-workers, managers, family

members and friends

• Decreased staff absenteeism and sickness

•

Higher morale amongst staff

• Unique and excellent team building environment

• Reduce stress caused by repetitive tasks and shift work

• Reduced staff turnover and improved motivation

• Increased job satisfaction, creativity and capacity.

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Stress Management

CONCLUSION

The Future of “Stress Management” is very bright. More and more

companies today are opting for stress management to optimize employee

performance.

Companies today have realized that keeping their employees happy and

free of stress motivates the employee to give more than a 100% to the

organization. All major companies in the country as well as abroad are

implementing stress management measures to get the best out of their

employees and the organization.

As awareness among different companies for managing stress has

increased considerably, so have different stress management techniques.

While some companies prefer to implement the traditional stress management

techniques, some others have opted for the modern techniques to suit their

needs.

Thus, it can be safely stated that “Stress Management” has become one

of the most critical factors in an organization’s working today and it will gain

more important as the market becomes more and more competitive.

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Stress Management

BIBLIOGRAPHY:-

SOURCES

Books:

1. Don’t sweat the small stuff.

- Richard Carlson.

2. Strategic Stress Management.

- Valerie J. Sutherland &

- Cary L. Cooper.

3. Managing Stress.

- Donald H. Weiss.

Articles:

1. How to cope with fear & stress.

- Reader’s Digest, May ’03.

2. Stress Busters.

- Midday, June 18 ‘03

3. Why Women are more stressed than Men.

- Midday, August 11 ‘03

4. Goofy now.

- Health & Nutrition, September 9 ‘03

5. Managing Stress.

- Times of India (Education Times)

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Stress Management

Webliography:

1. www.mindtools.com

2. Www.ivf.com/stress.html

3. http://www.stresstips.com/stress_article.htm

4. http://www.csbsju.edu/academicadvising/help/stresmgt.html

5. http://www.psywww.com/mtsite/smsymstr.html

strees managmnt.fgfgfg.doc

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