Stress Management

Slides by R. Dennis Middlemist

Workplace Stress Defined



Stress

A feeling of tension that occurs when a person assesses that a given situation is about to exceed his or her ability to cope and consequently will endanger his or her well-being. The feeling that ones capabilities, resources, or needs do not match the demands of the job.

Job stress

Stress is your mind and bodys response or reaction to a real or imagined threat, event or change. The threat, event or change are commonly called stressors. Stressors can be internal (thoughts, beliefs, attitudes or external (loss, tragedy, change).

Important Considerations: Stress



The level of stress experienced depends on individual reactions to a situation The source of stress, or stressor, can be either real or imagined.

Source and Persistence of Stress

Source and Persistence of Stress

Source of Stress Emotional stress Physiological stress

Definition Stress that results when people consider situations difficult or impossible to deal with. The bodys reaction to certain physical stressors.

Persistence of Stress Definition Acute stress A short-term stress reaction to an immediate threat. Chronic stress A long-term stress reaction resulting from ongoing situations

Stress Model
Stressor Stress response

Restores balance Creates imbalance

Bodys energy supply

Stress-Related Conditions
Exhibit 7-1 Some Stress-Related Conditions

Conditions that can result from acute stress Feelings of uneasiness and worry Feelings of sadness Loss of appetite Alertness and excitement Increase in energy Short-term suppression of the immune system Increased metabolism and burning of body fat

Adapted from Exhibit 7-1: Some Stress-Related Conditions

Stress-Related Conditions
Exhibit 7-1 Some Stress-Related Conditions

Conditions that can result from chronic stress Anxiety and panic attacks Depression Long-term disturbances in eating (anorexia or overeating) Irritability Lowered resistance to infection and disease Diabetes High blood pressure Loss of sex drive

Adapted from Exhibit 7-1: Some Stress-Related Conditions

Stress Levels


Eustress

Dystress

Positive stress Meeting challenges and difficulties Expectation of achievement Energizing and motivating

Negative stress Physiological and psychological problems Feel irritable Sleeping difficulties No joy out of life Appetite is disturbed Relationship problems

STAGES OF STRESS

ALARM STAGE

As you begin to experience a stressful event or perceive something to be stressful psychological changes occur in your body. This experience or perception disrupts your bodys normal balance and immediately your body begins to respond to the stressor(s) as effectively as possible.

EXAMPLES
   

Cardiac - increased heart rate Respiratory - increased respiration Skin - decreased temperature Hormonal - increased stimulation of adrenal genes which produce an adrenal rush.

RESISTANCE STAGE
During this stage your body tries to cope or adapt to the stressors by beginning a process of repairing any damage the stressor has caused. Your friends, family or co-workers may notice changes in you before you do so it is important to examine their feedback to make sure you do not reach overload.

EXAMPLES


Behavior indicators include: lack of enthusiasm for family, school, work or life in general, withdrawal, change in eating habits, insomnia, hypersomnia, anger, fatigue. Cognitive Indicators include: poor problem solving, confusion, nightmares, hyper-vigilance.

RESISTANCE STAGE MORE EXAMPLES

Emotional indicators include: tearfulness fear anxiety panic guilt agitation depression overwhelmed.

       

EXHAUSTION STAGE
During this stage the stressor is not being managed effectively and the body and mind are not able to repair the damage.

EXAMPLES
Digestive disorders, withdrawal, headaches, tension, insomnia, loss of temper.

Organizational and Work-Related Stressors



Stressors

Environmental conditions that cause individuals to experience stress

    

Occupation Work overload Role conflict Role ambiguity Resource inadequacy

   

Working conditions Management style Monitoring Job insecurity

Individual Consequences of Stress

Psychological
Anxiety Depression Low self-esteem Sleeplessness Frustration Family problems Burnout

Stress

Physiological
High blood pressure Muscle tension Headaches Ulcers skin diseases Impaired immune systems Musculoskeletal disorders Heart disease Cancer

Behavioral
Excessive smoking Substance abuse Accident proneness Appetite disorders Violence

Organizational Consequences of Stress

Managerial Costs of Job Stress

Job stress has been estimated to cost American industry $150 billion per year due to: Absenteeism Diminished productivity Compensation claims Health insurance Direct medical expenses To put this figure into perspective, consider the following: This is 15 times the cost of all strikes combined The U.S. gross domestic product (the market value of the nations goods and services) was approximately $10,794 billion in 2003 Total U.S. corporate profits after taxes was $452.9 billion in 2002 500 million workdays are lost each year due to illness and disability 93 million workdays are lost due to associates back problems 23 million workdays are lost due to associates cardiovascular problems

Individual Stress Management

What You Can Do to Manage Stress

Exercise regularly. Twenty to 30 minutes of exercise per day benefits you physically and mentally. Practice healthy habits. Get enough sleep. Eat a healthy diet. Avoid tobacco, caffeine, alcohol, and other drugs. Be realistic. Understand your limits and be willing to say no! Use systematic relaxation. Meditate. Engage in breathing exercises. Sit quietly and think of only pleasant things. Ten to 20 minutes of reflection can raise your resistance to chronic stress. Develop and use planning skills. Planning can help you avoid stressors and figure out ways to cope with those you do encounter. Simplify your life. Delegate. Get organized. Drop unnecessary and unpleasant activities. Take one thing at a time. Avoid unnecessary overload. Dont take work problems home. Dont take home problems to work.

Individual Stress Management

Exhibit 7-4 What You Can Do to Manage Stress

Avoid unnecessary competition. No one is always the best. Give in occasionally. Recognize and accept personal limits. Drop the urge to be superman or superwoman. No one is perfect. Develop social support networks. Research consistently shows that social support helps mitigate the effects of stress. Dont try to cope alone. Focus on enjoying what you do. Laugh! Go easy with criticism. Go easy on yourself and others. Look for the positive. Research from the Mayo Clinic suggests that people with a positive outlook on life are healthier and live longer than those with a negative outlook. Take time off. Go on vacation. Spend time everyday doing something you enjoy.

Organizational Stress Management

What Organizations Can Do to Manage Stress

Increase associates autonomy and control. According to the demandcontrol model, increased control should help associates cope with increased demands. Ensure that associates have adequate skills to keep up-to-date with technical changes in the workplace. Increase associate involvement in decision making. This is also a critical feature of the high-involvement workplace. Increase the levels of social support available to associates. Encourage compassionate management, as discussed in the earlier Managerial Advice feature. Provide opportunities for social interaction among associates. Improve physical working conditions. For example, use ergonomically sound equipment and tools. Provide for job security and career development. Provide educational opportunities so that associates can continue to improve their skill sets. Use job redesign and job rotation to expand associates skill sets.

Organizational Stress Management

What Organizations Can Do to Manage Stress

Design jobs so that they are meaningful and stimulating. Provide healthy work schedules. Avoid constant shifting of schedules. Allow for flex-time or other alternative work schedules. Maintain job demands at healthy levels. For example, reduce overtime, reduce caseloads, and introduce changes carefully. Improve communication to help avoid uncertainty and ambiguity. Develop an occupational stress committee to assess the sources of stress facing associates.