A

Project Report
On
A STUDY ON THE STRESS MANAGMENT
Submitted to

PUNJAB TECHNICAL UNIVERSITY, JALANDHAR
Submitted in
The partial fulfillment of the Degree requirement towards the
MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY: PROJECT GUIDE:
VARUN RANA
MBA (ASSISTANT PROFESSOR)
Roll No: 1275173
PTU PHAGWARA
Session (2012-2014)
ACKNOWLEDGEMENT

I feel immense pleasure to give the credit of my project work not only to one individual
as this work is integrated effort of all those who concerned with it. I want to owe my
thanks to all those individuals who guided me to move on the track.
I greatly rejoice to express my sincere gratitude and humble thanks to my guide
MS SANDEEP RANDHAWA from Sant Baba Bhag Singh institute of engineering and
technology, Khiala for her guidance through the project.
Last but not least, I would thank all my friends, faculty members and all respondents who
rendered their precious time for contributing their skills and to fill the questionnaire,
which made my project more appealing and attractive.


_________________



PREFACE

The phenomena of creation is a long process requiring time, energy and dedication as
well as skill and experience of all those engaged in the task, ultimately in the outcome as
the final form of embodiment of the creators vision. Research work forms the backbone
of any management education program. Research Program constitutes a significant part
of the MBA Curriculum followed at Punjab Technical University.

The research work entitled A Study of STRESS MANAGEMENT aims to study the
stress at work in teachers of private colleges and study the various coping strategy to
remove the stress. A study on stress was conducted because it put impact on the
efficiency and effectiveness of the organization.

I hope this project and my effort put into it, have been able to fulfill the objectives that
we had kept in mind before starting the project.



DECLARATION


I hereby declare that the work presented in this project entitled STRESS
MANAGEMENT submitted towards completion of project in Fourth Semester of
M.B.A. at the PTU PHAGWARA is an authentic record of my original work carried out
under the guidance of lecturer MS SANDEEP RANDHAWA. I hereby declare that all
the information given by me in this project is true to the best of my knowledge.


Signature.

Date

TABLE OF CONTENTS


CHAPTER NO. CHAPTER TITLE PAGE NO.
1 Introduction
2 Review of Literature
3 Need, Scope and Objectives of the Study
4 Research Methodology
5 Data Analysis and Interpretation
6 Findings of the Study
7 Recommendations and Conclusion
References

Annexure
A. Questionnaire








CHAPTER-1
INTRODUCTION











1. STRESS
What is Stress?
S = P > R
Stress occurs when the pressure is greater than the
resource
Stress is the reaction people have to excessive pressures or other types of demand placed
upon them. It arises when they worry that they cant cope.
Stress is the wear and tear our minds and bodies experience as we attempt to cope with
our continually changing environment .Humans are designed with an in-built, alarm
system to help deal with situations of danger. This alarm system is an evolutionary throw
back to our earliest ancestors. It is designed so that when we are faced with danger
adrenaline is automatically pumped around the body. With the release of adrenaline, a
number of activities in the body increase. The heart beats quicker, blood pressure rises
and we breathe faster. The muscles tense ready for action. At the same time a number of
activities decrease, for example digestion slows down and our immune response is
lowered.
It was this automatic response that enabled our ancestors to respond by fighting or
running away from the danger - the fight or flight response. Once the danger was over,
the body returned to its normal state.
Whilst we still respond in exactly the same way today it is rarely appropriate, for the way
we live now, to respond in this simple, instinctive way.
The majority of todays stress provoking situations cannot be dealt with by fighting or
running away. Also we cant necessarily react to a problem immediately or even if we
could, an appropriate response is not always clear cut or easily identifiable. The stress
response may therefore not immediately be automatically switched off.
If we do not 'switch off' the stress response and our body stays in this heightened state of
arousal for a pre longer period of time our health will be affected. Raised blood pressure,
tense muscles, a lower immune response etc. are not conducive to good health!
The symptoms of stress are the bodys way of warning us to ease up and take stock of our
situation. Stress management is about ways on a daily basis, to switch off the stress
response.
Think of it this way, if you were ill you would go to the doctors for advice and treatment.
If you wanted to increase your fitness, you could take more exercise. If you wanted to
change your eating habits, you would follow a healthy eating plan. Stress is no different;
you have to do something about it.
1.1 CAUSES OF STRESS
Most people know that certain situations, such as the death of a loved one, marriage,
divorce, moving house or even going on holiday, are stressful. Just one happening can
create a lot of pressure. More than one can push someone to breaking point. When this
happens, the body may simply be demanding a rest from the stresses and strains.
There is also the cumulative effect of lots of small stresses that can build up over time.
Whilst some pressure in our lives is a necessary thing because it spurs us on, it does
become a problem when we are exposed day in and day out to situations that stretch our
coping to the limit and beyond.
There are four, basic sources of pressure:
a) Environment - weather, noise, traffic, pollution etc.
b) Social stressors - such as loss, family worries, financial problems, work
deadlines, and the range of other demands for our time and attention.
c) Physiology - for example adolescence, the effects of ageing, injury, illness, lack
of exercise, poor diet and inadequate sleep - all of which tax the bodys energy.
d) Your thoughts - your brain interprets changes in your environment and body and
decides when to turn on the the stress response.
Causes of stress are therefore not linked solely to external factors but depend on a
number of things including our personality, our perception of a situation, the amount of
control we have and our ability to find a suitable strategy to manage the situation.
In the workplace research has identified potential for stress in six key areas. To find out
more about workplace stress and ways to tackle the problem click onto Managing Work-
Related Stress.
1. 2 EFFECTS OF STRESS
Health is more than the absence of a physical illness. Our sense of health and wellbeing
depends on us feeling emotionally and socially healthy. Emotionally we need to feel
good about ourselves - Im ok. Socially we need to care about and feel cared for, by
those around us.
Stress can adversely impact on all sides of the health triangle.


The symptoms of stress dont appear overnight, there are usually early warning signs.
Symptoms such as headaches, tiredness, stomach problems, frequent colds or high blood
pressure. Increased irritability, short fuse, sudden tears, change in sleeping patterns and
increased drinking and smoking, can all be the bodys way of telling us to ease up.
If early warning signs are ignored we may become over tired and exhausted. If overly
tired we tend to restrict physical exercise and fitness starts to decline. If we feel
physically unfit it can affect our social and emotional well being.
When we are tired our performance may be adversely affected. As performance declines
we may become more and more anxious, afraid that we will not achieve all that we need
to do.
Concentration and our ability to make decisions may be affected. In this situation we can
end up going around in circles.



The more the symptoms of stress take over the more likely we are to put our own health
needs to the bottom of our priority to do list.
It is important when dealing with stress to give ourselves the time we need to make the
necessary changes to regain control in our life. This involves looking at all sides of the
health triangle and aiming to improve physical, mental and social health.
1.3 MANAGING WORK-RELATED STRESS
Based on research conducted in recent years, the Health and Safety Executive has
identified six main potential sources of stress in the workplace:-
a. Demands includes issues like workload, work patterns and the work
environment
b. Control how much say the person has in the way they do their work
c. Support includes the encouragement, sponsorship and resources provided by
the organization, line management and colleagues
d. Relationships includes promoting positive working to avoid conflict and
dealing with unacceptable behavior
e. Role whether people understand their role within the organization and whether
the organization ensures that the person does not have conflicting roles
f. Change how organizational change (large or small) is managed and
communicated in the organization
If you are experiencing problems at work, including feeling under excessive pressure,
you should discuss your concerns with your line manager or other appropriate person.
The purpose of raising concerns with your manager is to look for ways forward to resolve
issues.
If your problems are not related to work it may be that your manager can still help. You
should ask for a confidential meeting.
The Employee Welfare Service is also available to offer confidential support and advice
on any issues including stress-related problems.
2. ORGANIZATIONAL STRESSOR
A stressor is a chemical or biological agent, environmental condition, external
stimulus or an event that causes stress to an organism.
An event that triggers the stress response may include:
environmental stressors (elevated sound levels, over-illumination, overcrowding)
daily stress events (e.g. traffic, lost keys, quality and quantity of physical activity)
life changes (e.g. divorce, bereavement)
workplace stressors (e.g. high job demand v. low job control, repeated or sustained
exertions, forceful exertions, extreme postures)
chemical stressors (e.g. tobacco, alcohol, drugs)
social stressor (e.g., societal and family demands)
Stressors have physical, chemical and mental responses inside of the body. Physical
stressor produce mechanical stresses on skin, bones, ligaments, tendons, muscles and
nerves that cause tissue deformation and in extreme cases tissue failure. Chemical
stresses also produce biomechanical responses associated with metabolism and tissue
repair. Physical stressors may produce pain and impair work performance. Chronic pain
and impairment requiring medical attention may result from extreme physical stressor or
if there is not sufficient recovery time between successive exposures.
Stressors may also affect mental function and performance. One possible mechanism
involves stimulation of the hypothalamus, CRF (conticotrophin release factor) -
> pituitary gland releases acth (adrenocorticotropic hormone) ->adrenal cortex secretes
various stress hormones (e.g. cortisol) ->stress hormones (30 varieties) travel in the blood
stream to relevant organs e.g. glands, heart, intestines. Flight-or-fight response between
these flows there is an alternate path that can be taken after the stressor is transferred to
the hypothalamus, which leads to the sympathetic nervous system. After which,
the adrenal medulla secretes epinephrine.
[3]
Mental and social stressors may affect
behavior and how individuals respond to physical and chemical stressors.
Definitions
1. Physical, psychological, or social force that puts real or perceived demands on the
body, emotions, mind, or spirit of an individual.
2. Biological, chemical, or physical factor that can cause temporary or permanent harm to
an ecosystem, environment, or organism.
2.1 Occupational stress
Workplace stress caused by an unsuitable work environment
Occupational stress is stress involving work. According to the current World Health
Organization's (WHO) definition, occupational or work-related stress "is the response
people may have when presented with work demands and pressures that are not matched
to their knowledge and abilities and which challenge their ability to cope."
2.2 Stress models
Stress can be factored in by a number of different variables, but results from the complex
interactions between a large system of interrelated variables.(1998). Thediathesis-stress
model is a psychological theory that aims to make clear of behaviors as a susceptibility
burden together with stress from life experiences. Theories of organizational stress. New
York: Oxford.</ref> It is useful to distinguish stressful job conditions or stressors from
an individual's reactions or strains. Strains can be mental, physical or emotional.
Occupational stress can occur when there is a discrepancy between the demands of the
environment/workplace and an individuals ability to carry out and complete these
demands. Often a stressor can lead the body to have a physiological reaction that can
strain a person physically as well as mentally. A variety of factors contribute to
workplace stress such as excessive workload, isolation, extensive hours worked, toxic
work environments, lack of autonomy, difficult relationships among coworkers and
management, management bullying, harassment and lack of opportunities or motivation
to advancement in ones skill level.
[9]
A concern with stress research is that studies often
neglect to consider the broader organizational context.
Categories associated with occupational stress are
factors unique to the job,
role in the organization,
career development,
interpersonal work relationships,
Organizational Structure/climate.
These individual categories demonstrate that stress can occur specifically when a conflict
arises from the job demands of the employee and the employee itself. If not handled
properly, the stress can become Distress (medicine).
The first category concerns with the ability of the employee coping with the specific
hours worked, the level of productive rate expected, the physical environment, as well as
the expectancy of the work desired by management. For instance, research shows that
night shifts in particular has a high possibility of negative impact towards the health of
the employee. In relation to this, approximately 20 percent of night shift workers have
experienced psycho-physiological dysfunctions, including heart diseases. Extreme factors
can affect the competence levels of employees.
The second category, role in the organization, is associated with the hierarchical ranking
of that particular employee within the organization. Upper management is entitled to
oversee the overall functioning of the organization. This causes potential distress as the
employee must be able to perform simultaneous tasks.
With the third category, career development, other factors come into play. Security of
their occupation, promotion levels, etc. are all sources of stress, as this business market in
terms of technology of economic dominance is ever-changing.
The fourth category of workplace stress pertains to the interpersonal relationships within
the workplace. The workplace is a communication and interaction based industry. These
relationships (either developed or developing) can be problematic or positive. Common
stressors include harassment, discrimination, biased opinions, hearsay, and other
derogatory remarks.
Finally, the last category of workplace stress is the organizational climate or structure.
The overall communication, management style, and participation among groups of
employees are variables to be considered. In essence, the resultant influence of the high
participation rate, collaborative planning, and equally dispersed responsibilities provides
a positive effect on stress reduction, improved work performance, job satisfaction, and
decreased psychosomatic disorders.
2.3 Prevalence
Distress is a prevalent and costly problem in today's workplace. About one-third of
workers report high levels of stress. One-quarter of employees view their jobs as the
number one stressor in t heir lives. Three-quarters of employees believe the worker has
more on-the-job stress than a generation ago. Evidence also suggests that distress is the
major cause of turnover in organizations. With continued distress at the workplace,
workers will develop psychological and physiological dysfunctions and decreased
motivation in excelling in their position. Increased levels of job stress are determined by
the awareness of having little control but lots of demands in the work area.
The Kenexa Research Institute released a global survey of almost 30,000 workers which
showed that females suffered more workplace distress than their male counterparts.
According to the survey, women's stress level were 10% higher for those in supervisory
positions, 8% higher stress in service and production jobs than men, and 6% higher in
middle and upper management than men in the same position.
2.4 Stress-related disorders
Stress-related disorders encompass a broad array of conditions, including psychological
disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of
emotional strain (e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviors (e.g.
aggression, substance abuse), and cognitive impairment (e.g., concentration and memory
problems). In turn, these conditions may lead to poor work performance, higher
absenteeism, less work productivity or even injury. Job stress is also associated with
various biological reactions that may lead ultimately to compromised health, such
as cardiovascular disease, or in extreme cases death. Due to the high pressure and
demands in the work place the demands have been shown to be correlated with increased
rates of heart attack, hypertension and other disorders. In New York, Los Angels and
other municipalities, the relationship between job stress and heart attacks is so well
acknowledged.
Men and women are exposed to many of the same stressors. However, women may be
more sensitive to interpersonal conflict whereas men might be more sensitive to things
that waste time and effort. Furthermore, although men and women might not differ in
overall strains, women are more likely to experience psychological distress, whereas men
experience more physical strain. Desmarais and Alksnis suggest two explanations for the
greater psychological distress of women. First, the genders differ in their awareness of
negative feelings, leading women to express and report strains, whereas men deny and
inhibit such feelings. Second, the demands to balance work and family result in more
overall stressors for a woman that leads to increased strain.
2.5 Factors
Combining housework, childcare, shopping and cooking with an outside job and trying to
do everything on time is one of the biggest factors of women being more stressed at
work, characterized mainly by feelings of guilt and hostility. 60% of women who have
children under age six have an outside job and cope with family problems; single or
married most of duties at home fall on shoulders of a woman.
Health and healthcare utilization
Problems at work are more strongly associated with health complaints than are any other
life stressor-more so than even financial problems or family problems. Many studies
suggest that psychologically demanding jobs that allow employees little control over the
work process increase the risk of cardiovascular disease. On the basis of research by
the National Institute for Occupational Safety and Health and many other organizations,
it is widely believed that job stress increases the risk for development of back and upper-
extremity musculoskeletal disorders.

High levels of stress are associated with substantial
increases in health service utilization. Workers who report experiencing stress at work
also show excessive health care utilization. In a 1998 study of 46,000 workers, health
care costs were nearly 50% greater for workers reporting high levels of stress in
comparison to low risk workers. The increment rose to nearly 150%, an increase of
more than $1,700 per person annually, for workers reporting high levels of both stress
and depression.

Additionally, periods of disability due to job stress tend to be much
longer than disability periods for other occupational injuries and illnesses.
Physiological reactions to stress can have consequences for health over time. Researchers
have been studying how stress affects the cardiovascular system, as well as how work
stress can lead to hypertension and coronary artery disease. These diseases, along with
other stress-induced illnesses tend to be quite common in American work-places.

There
are four main physiological reactions to stress:
Blood is shunted to the brain and large muscle groups, and away from extremities,
skin, and organs that are not currently serving the body.
An area near the brain stem, known as the reticular activating system, goes to work,
causing a state of keen alertness as well as sharpening of hearing and vision.
Energy-providing compounds of glucose and fatty acids are released into the
bloodstream.
The immune and digestive systems are temporarily shut down.
2.6 Causes
Job stress results from the interaction of the worker and the conditions of work. Views
differ on the importance of worker characteristics versus working conditions as the
primary cause of job stress. The differing viewpoints suggest different ways to prevent
stress at work. Differences in individual characteristics such as personality and coping
skills can be very important in predicting whether certain job conditions will result in
stress. In other words, what is stressful for one person may not be a problem for someone
else? This viewpoint underlies prevention strategies that focus on workers and ways to
help them cope with demanding job conditions.
Although the importance of individual differences cannot be ignored, scientific evidence
suggests that certain working conditions are stressful to most people. Such evidence
argues for a greater emphasis on working conditions as the key source of job stress, and
for job redesign as a primary prevention strategy.

Large surveys of working conditions,
including conditions recognized as risk factors for job stress, were conducted in member
states of the European Union in 1990, 1995, and 2000. Results showed a time trend
suggesting an increase in work intensity. In 1990, the percentage of workers reporting
that they worked at high speeds at least one-quarter of their working time was 48%,
increasing to 54% in 1995 and to 56% in 2000. Similarly, 50% of workers reported they
work against tight deadlines at least one-fourth of their working time in 1990, increasing
to 56% in 1995 and 60% in 2000. However, no change was noted in the period 1995
2000 (data not collected in 1990) in the percentage of workers reporting sufficient time to
complete tasks.
A substantial percentage of Americans work very well for long hours. By one estimate,
more than 26% of men and more than 11% of women worked 50 hours per week or more
in 2000. These figures represent a considerable increase over the previous three decades,
especially for women. According to the Department of Labor, there have been a rise in
increasing amount of hours in the work place by employed women, an increase in
extended work weeks (>40 hours) by men, and a considerable increase in combined
working hours among working couples, particularly couples with young children.
Evidence of occupational stress due to an individual's status in the workplace
A person's status in the workplace can also affect levels of stress. While workplace stress
has the potential to affect employees of all categories; those who have very little
influence to those who make major decisions for the company. However, less powerful
employees (that is, those who have less control over their jobs) are more likely to suffer
stress than powerful workers. Managers as well as other kinds of workers are vulnerable
to work overload.
Economic factors that employees are facing in the 21st century have been linked to
increased stress levels. Researchers and social commentators have pointed out that the
computer and communications revolutions have made companies more efficient and
productive than ever before. This boon in productivity however, has caused higher
expectations and greater competition, putting more stress on the employee.
2.7 The following economic factors may lead to workplace stress:
a) Pressure from investors, who can quickly withdraw their money from
company stocks.
b) The lack of trade and professional unions in the workplace.
c) Inter-company rivalries caused by the efforts of companies to compete
globally
d) The willingness of companies to swiftly lay off workers to cope with
changing business environments.
Bullying in the workplace can also contribute to stress. This can be broken down into five
different categories:
Threat to profession status
Threat to personal status
Isolation
Excess Work
Destabilization i.e. lack of credit for work, meaningless tasks etc.
This in effect can create a hostile work environment for the employees that, which in
turn, can affect their work ethic and contribution to the organization.
2.8 Sexual harassment as a cause of workplace stress
Sexual harassment is becoming a huge a issue for workplace stress. In the workplace,
women are more likely to experience sexual harassment compared to men; especially for
those working in traditionally masculine occupations. In addition, a study indicated that
sexual harassment negatively affects workers' psychological well-being.

Another study
found that level of harassment at workplaces lead to differences in performance of work
related tasks. High levels of harassment were related to the worst outcomes, and no
harassment was related to least negative outcomes. In other words, women who had
experienced a higher level of harassment were more likely to perform poorly at
workplaces.
2.9 Effects
Workplace stress is quite normal, however if excessive symptoms of stress are shown
then it interferes with productivity and performance and impacts physical and emotional
health. Stressful working conditions can lead to three types of strains: Behavioral (e.g.,
absenteeism or poor performance), physical (e.g., headaches or coronary heart disease),
and psychological (e.g., anxiety or depressed mood). Physical symptoms that may occur
because of occupational stress include fatigue, headache, upset stomach, muscular aches
and pains, chronic mild illness, sleep disturbances, and eating disorders. Psychological
and behavioral problems that may develop include anxiety, irritability, alcohol and drug
use, feeling powerless and low morale. The spectrum of effects caused by occupational
stress includes absenteeism, poor decision making, lack of creativity, accidents,
organizational breakdown or even sabotage.

If exposure to stressors in the workplace is
prolonged, then chronic health problems can occur including stroke. An examination was
of physical and psychological effects of workplace stress was conducted with a sample of
552 female blue collar employees of a microelectronics facility. It was found that job-
related conflicts were associated with depressive symptoms, severe headaches, fatigue,
rashes, and other multiple symptoms.

Studies among the Japanese population specifically
showed a more than 2-fold increase in the risk of total stroke among men with job strain
(combination of high job demand and low job control).
[34]
Along with the risk of stroke
comes high blood pressure and immune system dysfunction. Prolonged occupational
stress can lead to occupational burnout.
The effects of job stress on chronic diseases are more difficult to ascertain because
chronic diseases develop over relatively long periods of time and are influenced by many
factors other than stress. Nonetheless, there is some evidence that stress plays a role in
the development of several types of chronic health problemsincluding cardiovascular
disease, musculoskeletal disorders, and psychological disorders.
2.10 Prevention
A combination of organizational change and stress management is often the most useful
approach for preventing stress at work.

Both organizations and employees can employ
strategies at organizational and individual levels. Generally, organizational level
strategies include job procedure modification and employee assistance programs (EPA).
Individual level strategies include taking vacation. Getting a realistic job preview to
understand the normal workload and schedules of the job will also help people to identify
whether or not the job fit them.
How to Change the Organization to Prevent Job Stress
a) Ensure that the workload is in line with workers' capabilities and resources.
b) Design jobs to provide meaning, stimulation, and opportunities for workers to
use their skills.
c) Clearly define workers' roles and responsibilities.
d) To reduce workplace stress, managers may monitor the workload given out to
the employees. Also while they are being trained they should let employees
understand and be notified of stress awareness.

Give workers opportunities to
participate in decisions and actions affecting their jobs.
e) Improve communications-reduce uncertainty about career development and
future employment prospects.
f) Provide opportunities for social interaction among workers.
g) Establish work schedules that are compatible with demands and
responsibilities outside the job.
h) Combat workplace discrimination (based on race, gender, national origin,
religion or language).
i) Bringing in an objective outsider such as a consultant to suggest a fresh
approach to persistent problems.
j) Introducing a participative leadership style to involve as many subordinates as
possible to resolve stress-producing problems.
k) Encourage work-life balance through family-friendly benefits and policies
An insurance company conducted several studies on the effects of stress prevention
programs in hospital settings. Program activities included:
a) employee and management education on job stress,
b) changes in hospital policies and procedures to reduce organizational sources of
stress,
c) The establishment of employee assistance programs. In one study, the frequency
of medication errors declined by 50% after prevention activities were
implemented in a 700-bed hospital. In a second study, there was a 70% reduction
in malpractice claims in 22 hospitals that implemented stress prevention
activities. In contrast, there was no reduction in claims in a matched group of 22
hospitals that did not implement stress prevention activities.
Telecommuting is another way organizations can help reduce stress for their workers.
Employees defined telecommuting as "an alternative work arrangement in which
employees perform tasks elsewhere that are normally done in a primary or central
workplace, for at least some portion of their work schedule, using electronic media to
interact with others inside and outside the organization." One reason that telecommuting
gets such high marks is that it allows employees more control over how they do their
work. Telecommuters reported more job satisfaction and less desire to find a new job.
Employees that worked from home also had less stress, improved work/life balance and
higher performance rating by their manager.






3. Stress at Work
Tips to Reduce and Manage Job and Workplace Stress
While some workplace stress is normal, excessive stress can interfere with your
productivity and impact your physical and emotional health. And your ability to deal with
it can mean the difference between success or failure. You cant control everything in
your work environment, but that doesnt mean youre powerlesseven when youre
stuck in a difficult situation. Finding ways to manage workplace stress isnt about making
huge changes or rethinking career ambitions, but rather about focusing on the one thing
thats always within your control: you.
3.1 IN THIS ARTICLE:
3.1.1 Coping with work stress
3.1.2 Warning signs
3.1.3 Taking care of yourself
3.1.4 Prioritizing and organizing
3.1.5 Improving emotional intelligence
3.1.6 Breaking bad habits
What managers or employers can do
Coping with work stress in todays uncertain climate
For workers everywhere, the troubled economy may feel like an emotional roller coaster.
"Layoffs" and "budget cuts" have become bywords in the workplace, and the result is
increased fear, uncertainty, and higher levels of stress. Since job and workplace stress
increase in times of economic crisis, its important to learn new and better ways of coping
with the pressure.
Your emotions are contagious, and stress has an impact on the quality of your
interactions with others. The better you are at managing your own stress, the more you'll
positively affect those around you, and the less other people's stress will negatively affect
you.
3.1.1 Recognize warning signs of excessive stress at work
When you feel overwhelmed at work, you lose confidence and may become irritable or
withdrawn. This can make you less productive and less effective in your job, and make
the work seem less rewarding. If you ignore the warning signs of work stress, they can
lead to bigger problems. Beyond interfering with job performance and
satisfaction, chronic or intense stress can also lead to physical and emotional health
problems.
a) Signs and symptoms of excessive job and workplace stress
Feeling anxious, irritable, or depressed
Apathy, loss of interest in work
Problems sleeping
Fatigue
Trouble concentrating
Muscle tension or headaches
Stomach problems
Social withdrawal
Loss of sex drive
Using alcohol or drugs to cope
b) Common causes of excessive workplace stress
Fear of being laid off
More overtime due to staff cutbacks
Pressure to perform to meet rising expectations but with no increase in job
satisfaction
Pressure to work at optimum levelsall the time!
3.1.2 Reduce job stress by taking care of yourself
When stress at work interferes with your ability to perform in your job, manage your
personal life, or adversely impacts your health, its time to take action. Start by paying
attention to your physical and emotional health. When your own needs are taken care of,
youre stronger and more resilient to stress. The better you feel, the better equipped youll
be to manage work stress without becoming overwhelmed.
Taking care of yourself doesnt require a total lifestyle overhaul. Even small things can
lift your mood, increase your energy, and make you feel like youre back in the drivers
seat. Take things one step at a time, and as you make more positive lifestyle choices,
youll soon notice a reduction in your stress levels, both at home and at work.
a) Get moving Regular exercise is a powerful stress relievereven though it may
be the last thing you feel like doing. Aerobic exerciseactivity that raises your
heart rate and makes you sweatis a hugely effective way to lift your mood,
increase energy, sharpen focus, and relax both the mind and body. For maximum
stress relief, try to get at least 30 minutes of heart-pounding activity on most days.
If its easier to fit into your schedule, break up the activity into two or three
shorter segments.
b) Make food choices that keep you going: Low blood sugar can make you feel
anxious and irritable, while eating too much can make you lethargic. Healthy
eating can help you get through stressful work days. By eating small but frequent
meals, you can help your body maintain an even level of blood sugar, keep your
energy up, stay focused, and avoid mood swings.
c) Drink alcohol in moderation and avoid nicotine: Alcohol temporarily reduces
anxiety and worry, but too much can cause anxiety as it wears off. Drinking to
relieve job stress may also eventually lead to alcohol abuse and dependence.
Similarly, smoking when you're feeling stressed and overwhelmed may seem
calming, but nicotine is a powerful stimulant leading to higher, not lower, levels
of anxiety.
d) Get enough sleep: Not only can stress and worry can cause insomnia, but a lack
of sleep can leave you vulnerable to even more stress. When you're well-rested,
it's much easier to keep your emotional balance, a key factor in coping with job
and workplace stress. Try to improve the quality of your sleep by keeping a sleep
schedule and aiming for 8 hours a night.
e) Get support: Close relationships are vital to helping you through times of stress
so reach out to family and friends. Simply sharing your feelings face to face with
another person can help relieve some of the stress. The other person doesnt have
to ret to fix your problems; he or she just has to be a good listener. Accepting
support is not a sign of weakness and it wont mean youre a burden to others. In
fact, most friends will be flattered that you trust them enough to confide in them,
and it will only strengthen your bond.
3.1.3 Reduce job stress by prioritizing and organizing
When job and workplace stress threatens to overwhelm you, there are simple steps you
can take to regain control over yourself and the situation. Your newfound ability to
maintain a sense of self-control in stressful situations will often be well-received by
coworkers, managers, and subordinates alike, which can lead to better relationships at
work. Here are some suggestions for reducing job stress by prioritizing and organizing
your responsibilities.
Time management tips for reducing job stress
a) Create a balanced schedule. Analyze your schedule, responsibilities, and
daily tasks. All work and no play is a recipe for burnout. Try to find a balance
between work and family life, social activities and solitary pursuits, daily
responsibilities and downtime.
b) Dont over-commit yourself. Avoid scheduling things back-to-back or trying
to fit too much into one day. All too often, we underestimate how long things
will take. If you've got too much on your plate, distinguish between the
"shoulds" and the "musts." Drop tasks that aren't truly necessary to the bottom
of the list or eliminate them entirely.
c) Try to leave earlier in the morning. Even 10-15 minutes can make the
difference between frantically rushing to your desk and having time to ease into
your day. Dont add to your stress levels by running late.
d) Plan regular breaks. Make sure to take short breaks throughout the day to take
a walk or sit back and clear your mind. Also try to get away from your desk or
work station for lunch. Stepping away from work to briefly relax and recharge
will help you be more, not less, productive.
Task management tips for reducing job stress
a) Prioritize tasks. Make a list of tasks you have to do, and tackle them in order
of importance. Do the high-priority items first. If you have something
particularly unpleasant to do, get it over with early. The rest of your day will
be more pleasant as a result.
b) Break projects into small steps. If a large project seems overwhelming, make
a step-by-step plan. Focus on one manageable step at a time, rather than taking
on everything at once.
c) Delegate responsibility. You dont have to do it all yourself. If other people
can take care of the task, why not let them? Let go of the desire to control or
oversee every little step. Youll be letting go of unnecessary stress in the
process.
d) Be willing to compromise. When you ask someone to contribute differently to
a task, revise a deadline, or change their behavior at work, be willing to do the
same. Sometimes, if you can both bend a little, youll be able to find a happy
middle ground that reduces the stress levels for everyone.
3.1.4 Reduce job stress by improving emotional intelligence
Even if youre in a job where the environment has grown increasingly stressful, you can
retain a large measure of self-control and self-confidence by understanding and
practicing emotional intelligence. Emotional intelligence is the ability to manage and use
your emotions in positive and constructive ways. When it come the satisfaction and
success at work place, emotional intelligence matters just as much as intellectual ability.
Emotional intelligence is about communicating with others in ways that draw people to
you, overcome differences, repair wounded feelings, and defuse tension and stress.
Emotional intelligence in the workplace:
Emotional intelligence in the workplace has four major components:
a) Self-awareness The ability to recognize your emotions and their impact
while using gut feelings to guide your decisions.
b) Self-management The ability to control your emotions and behavior and
adapt to changing circumstances.
c) Social awareness The ability to sense, understand, and react to other's
emotions and feel comfortable socially.
d) Relationship management The ability to inspire, influence, and connect
to others and manage conflict.
The five key skills of emotional intelligence
There are five key skills that you need to master in order to raise your emotional
intelligence and manage stress at work.
a) Realize when youre stressed, recognize your particular stress response,
and become familiar with sensual cues that can rapidly calm and energize
you. The best way to reduce stress quickly is through the senses: through
sight, sound, smell, taste, and touch. But each person responds differently
to sensory input, so you need to find things that are soothing to you.
b) Stay connected to your internal emotional experience so you can
appropriately manage your own emotions. Your moment-to-moment
emotions influence your thoughts and actions, so pay attention to your
feelings and factor them into your decision making at work. If you ignore
your emotions you wont be able to fully understand your own motivations
and needs, or to communicate effectively with others.
c) Recognize and effectively use nonverbal cues and body language. In
many cases, what we say is less important than how we say it or the other
nonverbal signals we send out, such as eye contact, facial expression, tone
of voice, posture, gesture and touch. Your nonverbal messages can either
produce a sense of interest, trust, and desire for connectionor they can
generate confusion, distrust, and stress. You also need to be able to
accurately read and respond to the nonverbal cues that other people send
you at work.
d) Develop the capacity to meet challenges with humor. There is no better
stress buster than a hearty laugh and nothing reduces stress quicker in the
workplace than mutually shared humor. But, if the laugh is at someone
elses expense, you may end up with more rather than less stress.
e) Resolve conflict positively. Resolving conflict in healthy, constructive
ways can strengthen trust between people and relieve workplace stress and
tension. When handling emotionally-charged situations, stay focused in
the present by disregarding old hurts and resentments, connect with your
emotions, and hear both the words and the nonverbal cues being used. If a
conflict cant be resolved, choose to end the argument, even if you still
disagree.
3.1.5 Reduce job stress by breaking bad habits
Many of us make job stress worse with negative thoughts and behavior. If you can turn
around these self-defeating habits, youll find employer-imposed stress easier to handle.
a) Resist perfectionism. No project, situation, or decision is ever perfect, so
trying to attain perfection on everything will simply add unnecessary stress to
your day. When you set unrealistic goals for yourself or try to do too much,
youre setting yourself up to fall short. Aim to do your best, no one can ask for
more than that.
b) Clean up your act. If youre always running late, set your clocks and watches
fast and give yourself extra time. If your desk is a mess, file and throw away
the clutter; just knowing where everything is saves time and cuts stress. Make
to-do lists and cross off items as you accomplish them. Plan your day and stick
to the scheduleyoull feel less overwhelmed.
c) Flip your negative thinking. If you see the downside of every situation and
interaction, youll find yourself drained of energy and motivation. Try to think
positively about your work, avoid negative-thinking co-workers, and pat
yourself on the back about small accomplishments, even if no one else does.
d) Dont try to control the uncontrollable. Many things at work are beyond our
controlparticularly the behavior of other people. Rather than stressing out
over them, focus on the things you can control such as the way you choose to
react to problems.
Four Ways to Dispel Stress
a) Take time away. When stress is mounting at work, try to take a quick break and
move away from the stressful situation. Take a stroll outside the workplace if
possible, or spend a few minutes meditating in the break room. Physical
movement or finding a quiet place to regain your balance can quickly reduce
stress.
b) Talk it over with someone. In some situations, simply sharing your thoughts
and feelings with someone you trust can help reduce stress. Talking over a
problem with someone who is both supportive and empathetic can be a great
way to let off steam and relieve stress.
c) Connect with others at work. Developing friendships with some of your co-
workers can help buffer you from the negative effects of stress. Remember to
listen to them and offer support when they are in need as well.
d) Look for humor in the situation. When used appropriately, humor is a great
way to relieve stress in the workplace. When you or those around you start
taking things too seriously, find a way to lighten the mood by sharing a joke or
funny story.
3.1.6 Learn how managers or employers can reduce job stress
It's in a manager's best interest to keep stress levels in the workplace to a minimum.
Managers can act as positive role models, especially in times of high stress, by following
the tips outlined in this article. If a respected manager can remain calm in stressful work
situations, it is much easier for his or her employees to also remain calm.
Additionally, there are a number of organizational changes that managers and employers
can make to reduce workplace stress. These include:
a) Improve communication
Share information with employees to reduce uncertainty about their jobs and
futures.
Clearly define employees roles and responsibilities.
Make communication friendly and efficient, not mean-spirited or petty.
b) Consult your employees
Give workers opportunities to participate in decisions that affect their jobs.
Consult employees about scheduling and work rules.
Be sure the workload is suitable to employees abilities and resources; avoid
unrealistic deadlines.
Show that individual workers are valued.
Offer rewards and incentives.
Praise good work performance, both verbally and officially, through schemes such
as Employee of the Month.
Provide opportunities for career development.
Promote an entrepreneurial work climate that gives employees more control
over their work.
c) Cultivate a friendly social climate
Provide opportunities for social interaction among employees.
Establish a zero-tolerance policy for harassment.
Make management actions consistent with organizational values.
4. STRESS MANAGEMENT
4.1 Stress at work, stress management techniques, stress reduction and relief
Employers should provide a stress-free work environment, recognize where stress is
becoming a problem for staff, and take action to reduce stress. Stress in the workplace
reduces productivity, increases management pressures, and makes people ill in many
ways, evidence of which is still increasing. Workplace stress affects the performance of
the brain, including functions of work performance; memory, concentration, and learning.
In the UK over 13 million working days are lost every year because of stress. Stress is
believed to trigger 70% of visits to doctors, and 85% of serious illnesses (UK HSE stress
statistics). Stress at work also provides a serious risk of litigation for all employers and
organizations, carrying significant liabilities for damages, bad publicity and loss of
reputation. Dealing with stress-related claims also consumes vast amounts of
management time. So, there are clearly strong economic and financial reasons for
organizations to manage and reduce stress at work, aside from the obvious humanitarian
and ethical considerations. If you are suffering from stress yourself the stress
management guidelines here are just as relevant. See the workplace stress research
articles below.
Stress and stress management are directly related to personal well-being and specifically
to workplace well-being. See the separate article on workplace wellbeing for a detailed
explanation of wellbeing and its relevance to modern work and management.
4.2 QUICK STRESS REDUCTION TECHNIQUES
If you are stressed, do one or all of these things, in whatever order that takes your fancy.
These ideas can also be adapted for team development exercises.
The key to de-stressing in the moment is getting away from or removing yourself from
the stressor. Developing new habits which regularly remove you and distract you from
stressors and stressful situations and pressures is essentially how to manage stress on a
more permanent basis.
In this modern world it is difficult if not impossible to change stressful situations. What
we can do however is change and reduce our exposure to those stressful situations.
These stress reduction ideas and techniques are based on that simple principle. These tips
won't change the situation causing the stress, but they will, more importantly, enable you
to change your reaction and relationship to the stressful situations.
And in keeping with the tone of this stress tips section, and since color is regarded by
many as a factor in affecting mood, the calming shade of green is used for the headings..
a) humour
Humour is one of the greatest and quickest devices for reducing stress.
Humour works because laughter produces helpful chemicals in the brain.
Humour also gets your brain thinking and working in a different way - it distracts
you from having a stressed mindset. Distraction is a simple effective de-stressor -
it takes your thoughts away from the stress, and thereby diffuses the stressful
feelings.
Therefore most people will feel quite different and notice a change in mindset
after laughing and being distracted by something humorous.
Go read the funny family fortunes answers. Or try the funny letters to the council. Even if
you've seen them a hundred times before. As you start to smile and chuckle the stress
begins to dissipate.
If this material fails to make you laugh then find something which does.
Keep taking the laughter medicine until you feel suitably relaxed and re-charged.
b) Brisk walk and self-talk
Go for a short quick really brisk walk outside.
Yes, actually leave the building.
Change your environment.
Breathe in some fresh air and smell the atmosphere...
Trees, rain, flowers, traffic fumes - doesn't matter - stimulate your senses with
new things.
On your way out keep saying to yourself out loud (and to anyone else you see, in
that daft way people say "Elvis has left the building.."):
c) Rehydrate
Go get a big cup or a bottle of water.
Here's why...
Most of us fail to drink enough water - that's water - not tea, coffee, coke, 'sports'
drinks, Red Bull or fruit juice.
All of your organs, including your brain, are strongly dependent on water to
function properly. It's how we are built.
If you starve your body of water you will function below your best - and you will
get stressed physically and mentally.
Offices and workplaces commonly have a very dry atmosphere due to air
conditioning, etc., which increases people's susceptibility to de-hydration.
This is why you must keep your body properly hydrated by regularly drinking
water (most people need 4-8 glasses of water a day).
When you drink water you need to pee. This gives you a bit of a break and a bit of
exercise now and then, which also reduces stress.
When you pee you can see if your body is properly hydrated (your pee will be
clear or near clear - if it's yellow you are not taking enough water).
This will also prompt some amusing discussion and chuckling with your colleagues
("Nature calls - I'm off to the bog again...") which is also good for reducing stress.
You do not need to buy expensive mineral water. Tap water is fine.
If you do not like the taste of tap water it's probably because of the chlorine (aquarium
fish don't like it either), however the chlorine dissipates quite naturally after a few hours -
even through a plastic bottle - so keep some ordinary tap water in the fridge for 2-3 hours
and try it then.
If you want to be really exotic add a slice of lemon or lime. Kiwi and Sharon fruit are
nice too. So now you are fully watered and guffawing and exercised up to the max, read
on for ideas for how to prevent stress as well as reduce and manage it.
d) Catnap or powernap
(Not so easy but still perfectly possible)
Take a quick nap. It is nature's way of recharging and re-energizing.
A quick 10-30 minutes' sleep is very helpful to reduce stress.
It's obviously essential if you are driving while tired, but a quick sleep is a
powerful de-stressor too.
A lunchtime snooze is very practical for home-workers - it just requires the
realization that doing so is acceptable and beneficial (when we are conditioned
unfortunately to think that sleeping during the day is lazy, rather than healthy).
At some stage conventional Western industry will 'wake up' to the realization that
many people derive enormous benefit from a midday nap. Sounds ridiculous? Tell
that to the many millions in the Mediterranean countries who thrive on a mid-day
siesta.
People in the Mediterranean and Central Americas take a siesta every working
day, and this is almost certainly related to longer life expectancy and lower levels
of heart disease.
See the more detailed evidence and reasoning in the sleep and rest section below.
If your work situation is not quite ready to tolerate the concept of a daytime nap
then practice a short session of self-hypnosis, combined with deep breathing,
which you can do at your desk, or even in the loo. It works wonders.
See the self-hypnosis and relaxation page.
In the summer of course you can go to the nearest park and try it alfresco (that's
from the Italian incidentally, al fresco, meaning in the fresh air - which is another
good thing for stress reduction).
e) Make a cuppa
Any tea will do, but a flavored cup of tea is even better.
Experiment with different natural flavourings using herbs and spices and fruit.
Fresh mint is wonderful, and excellent for the digestive system. Nettles are
fantastic and contain natural relaxants. Orange zest is super (use one of those nifty
little zester gadgets). Ginger root is brilliant. Many herbs, spices, fruits and edible
plants make great flavoured tea, and many herbs and spices have real therapeutic
properties.
Use a 'base' of green tea leaves - about half a spoonful per serving - plus the
natural flavouring(s) of your choice, and freshly boiled water. Be bold - use lots
of leaves - experiment until you find a blend that you really enjoy. Sugar or honey
brings out the taste. Best without milk, but milk is fine if you prefer it.
Making the tea and preparing the ingredients take your mind off your problems,
and then smelling and drinking the tea also relaxes you. There is something
wonderful about natural plants and fruits which you can't buy in a packet. Use a
tea-pot or cafetiere, or if you are happy with a bit of foliage in your drink actually
brew it in a big mug or heatproof tumbler.
Fresh mint and ginger tea recipe:
Put all this into a teapot or cafeteria and add boiling water for 2-3 cups. Allow to
brew for a minute or two, stir and serve. (This is enough for 2-3 mug-sized
servings):
1-1 heaped teaspoons of green tea leaves.
2-4 sprigs of fresh mint (a very generous handful of leaves with or without the
stems - more than you might imagine)
3-6 zest scrapes of an orange
Half a teaspoon of chopped ginger root
2-4 teaspoons of sugar or 1-2 teaspoons of honey - more or less to taste
Alter the amounts to your own taste. The recipe also works very well without the
orange and ginger, which is effectively the mint tea drink that is hugely popular in
Morocco and other parts of North Africa. Dried mint can be substituted for fresh
mint. Experiment. The Moroccan tradition is to use small glass tumblers, and
somehow seeing the fine color of the tea adds to the experience.
f) crying
Not much is known about the physiology of crying and tears, although many find
that crying - weeping proper tears - has a powerful helpful effect on stress levels.
Whatever the science behind crying, a good bout of sobbing and weeping does
seem to release tension and stress for many people.
Of course how and where you choose to submit to this most basic of emotional
impulses is up to you. The middle of the boardroom during an important
presentation to a top client is probably not a great idea, but there are more private
situations and you should feel free to try it from time to time if the urge takes you.
It is a shame that attitudes towards crying and tears prevent many people from
crying, and it's a sad reflection on our unforgiving society that some people who
might benefit from a good cry feel that they shouldn't do it ever - even in
complete privacy. Unfortunately most of us - especially boys - are told as children
that crying is bad or shameful or childish, which of course utter nonsense is.
Arguably only the bravest cry unashamedly - the rest of us would rather suffer
than appear weak, which is daft, but nevertheless real.
Whatever, shedding a few tears can be a very good thing now and then, and if
you've yet to discover its benefits then give it a try. You might be surprise
4.5 Stress causes
Stress is caused by various factors - not all of which are work-related of course, (which
incidentally doesn't reduce the employer's obligation to protect against the causes of
stress at work). Causes of stress - known as stressors - are in two categories: external
stressors and internal stressors.
a) External stressors - physical conditions such as heat or cold, stressful
psychological environments such as working conditions and abusive
relationships, e.g., were bullying.
b) Internal stressors - physical ailments such as infection or inflammation, or
psychological problems such as worrying about something.
From the above, it is easy to see that work can be a source of both external and internal
stressors.
4.7 Stress effects on health and performance
Stress is proven beyond doubt to make people ill, and evidence is increasing as to number
of ailments and diseases caused by stress. Stress is now known to contribute to heart
disease; it causes hypertension and high blood pressure, and impairs the immune system.
Stress is also linked to strokes, IBS (irritable bowel syndrome), ulcers, diabetes, muscle
and joint pain, miscarriage during pregnancy, allergies, alopecia and even premature
tooth loss.
Various US studies have demonstrated that removing stress improves specific aspects of
health: stress management was shown to be capable of reducing the risk of heart attack
by up to 75% in people with heart disease; stress management techniques, along with
methods for coping with anger, contributed to a reduction of high blood pressure, and; for
chronic tension headache sufferers it was found that stress management techniques
increased the effectiveness of prescribed drugs, and after six months actually equaled the
effectiveness of anti-depressants. The clear implication for these ailments is that stress
makes them worse.
Stress significantly reduces brain functions such as memory, concentration, and learning,
all of which are central to effective performance at work. Certain tests have shown up to
50% loss of performance in cognitive tests performed by stress sufferers. Some health
effects caused by stress are reversible and the body and mind reverts to normal when the
stress is relieved. Other health effects caused by stress are so serious that they are
irreversible, and at worse are terminal.
Stress is said by some to be a good thing, for themselves or others, that it promotes
excitement and positive feelings. If these are the effects then it's not stress as defined
here. It's the excitement and stimulus derived (by one who wants these feelings and can
handle them) from working hard in a controlled and manageable way towards an
achievable and realistic aim, which for sure can be very exciting, but it arent stress.
Stress is bad for people and organizations, it's a threat and a health risk, and it needs to be
recognized and dealt with, not dismissed as something good, or welcomed as a badge of
machismo - you might as well stick pins in your eyes.
4.8 Causes of stress at work
a) Bullying or harassment, by anyone, not necessarily a person's manager
b) feeling powerless and uninvolved in determining one's own responsibilities
c) continuous unreasonable performance demands
d) lack of effective communication and conflict resolution
e) lack of job security
f) long working hours
g) excessive time away from home and family
h) office politics and conflict among staff
i) a feeling that one's reward is not commensurate with one's responsibility
j) working hours, responsibilities and pressures disrupting life-balance (diet,
exercise, sleep and rest, play, family-time, etc)
4.9 Factors influencing the effects of stress and stress susceptibility
A person's susceptibility to stress can be affected by any or all of these factors, which
means that everyone has a different tolerance to stressors. And in respect of certain of
these factors, stress susceptibility is not fixed, so each person's stress tolerance level
changes over time:
childhood experience (abuse can increase stress susceptibility)
personality (certain personalities are more stress-prone than others)
genetics (particularly inherited 'relaxation response', connected with serotonin levels,
the brain's 'well-being chemical')
immunity abnormality (as might cause certain diseases such as arthritis and eczema,
which weaken stress resilience)
lifestyle (principally poor diet and lack of exercise)
Duration and intensity of stressors (obviously...)
4.10 Signs of stress - stress test
At a clinical level, stress in individuals can be assessed scientifically by measuring the
levels of two hormones produced by the adrenal glands: cortical and DHEA
(dehydroepiandrosterone), but managers do not have ready access to these methods.
Managers must therefore rely on other signs. Some of these are not exclusively due to
stress, nor are they certain proof of stress, but they are indicators to prompt investigation
as to whether stress is present. You can use this list of ten key stress indicators as a
simple initial stress test: tick the factors applicable.
sleep difficulties
loss of appetite
poor concentration or poor memory retention
performance dip
uncharacteristic errors or missed deadlines
anger or tantrums
violent or anti-social behavior
emotional outbursts
alcohol or drug abuse
nervous habits
4.11 Methods of personal stress management and stress relief
If you are suffering from work-related stress and it's beginning to affect, or already
affecting your health, stop to think: why are you taking this risk with your body and
mind? Lives short enough as it is; illness is all around us; why make matters
worse? Commit to change before one day change is forced upon you.
If you recognize signs of stress in a staff member, especially if you are that person's
manager, don't ignore it - do something about it. It is your duty to do so. If you do not
feel capable of dealing with the situation, do not ignore it; you must refer it to someone
who can deal with it. You must also look for signs of non-work-related stressors or
factors that increase susceptibility to stress, because these will make a person more
vulnerable to work-related stressors. These rules apply as well....
Stress relief methods are many and various. There is no single remedy that applies to
every person suffering from stress, and most solutions involve a combination of
remedies. Successful stress management frequently relies on reducing stress
susceptibility and removing the stressors, and often factors will be both contributing to
susceptibility and a direct cause. Here are some simple pointers for reducing stress
susceptibility and stress itself, for you or to help others:
4.12s Stress relief pointer
a) Think really seriously about and talk with others, to identify the causes of the
stress and take steps to remove, reduce them or remove yourself (the stressed
person) from the situation that causes the stress.
b) Understand the type(s) of stressors affecting you (or the stressed person), and
the contributors to the stress susceptibility - knowing what you're dealing with
is essential to developing the stress management approach.
c) Improve diet - group B vitamins and magnesium are important, but potentially
so are all the other vitamins and minerals: a balanced healthy diet is essential.
Assess the current diet and identify where improvements should be made and
commit to those improvements.
d) Reduce toxin intake - obviously tobacco, alcohol especially - they might seem
to provide temporary relief but they are working against the balance of the
body and contributing to stress susceptibility, and therefore increasing stress
itself.
e) Take more exercise - generally, and at times when feeling very stressed -
exercise burns up adrenaline and produces helpful chemicals and positive
feelings.
f) Stressed people must try to be detached, step back, look from the outside at the
issues that cause the stress.
g) Dont try to control things that are uncontrollable - instead adjust response,
adapt.
h) Share worries - talk to someone else - off-load, loneliness is a big ally of stress,
so sharing the burden is essential.
i) Increase self-awareness of personal moods and feelings - anticipate and take
steps to avoid stress build-up before it becomes more serious.
j) Explore and use relaxation methods - they do work if given a chance - yoga,
meditation, self-hypnosis, massage, a breath of fresh air, anything that works
and can be done in the particular situation.
k) seek out modern computer aids - including free downloads and desktop add-
ons - for averting stresses specifically caused by sitting for long uninterrupted
periods at a computer screen work-station, for example related to breathing,
posture, seating, eye-strain, and RSI (repetitive strain injury).
Note also that managing stress does not cure medical problems. Relieving stress can
alleviate and speed recovery from certain illnesses, particularly those caused by stress,
(which depending on circumstances can disappear when the stress is relieved); i.e.,
relieving stress is not a substitute for conventional treatments of illness, disease and
injury.
Importantly, if the stress is causing serious health effects the sufferer must consult a
doctor. Do not imagine that things will improve by soldiering on, or hoping that the
sufferer will somehow become more resilient; things can and probably will get worse.
For less serious forms of stress, simply identify the cause(s) of stress, then to
commit/agree to removing the cause(s). If appropriate this may involve removing the
person from the situation that is causing the stress. Counseling may be necessary to
identify the cause(s), particularly if the sufferer has any tendency to deny or ignore the
stress problem.
Acceptance, cognizance and commitment on the part of the stressed person are essential.
No-one can begin to manage their stress if they are still feeling acutely stressed - they'll
still be in 'fight or flight' mode. This is why a manager accused of causing stress though
bullying or harassment must never be expected to resolve the problem. The situation must
be handled by someone who will not perpetuate the stressful influence.
Removing the stressor(s) or the person from the stressful situation is only part of the
solution; look also at the factors which affect stress susceptibility: where possible try to
improve the factors that could be contributing to stress vulnerability. This particularly
and frequently involves diet and exercise.
5.13 The two simplest ways to reduce stress
a) Diet
b) Exercise.
Diet
It's widely accepted that nutritional deficiency impairs the health of the body, and it's
unrealistic not to expect the brain to be affected as well by poor diet. If the brain is
affected, so are our thoughts, feelings and behaviour.
a) Processed foods are not as good for you as fresh natural foods. Look at all the
chemicals listed on the packaging to see what you are putting into your body.
b) Generally speaking, and contrary to popular opinion, butter is better for you
than margarine. This is because the fat in butter is natural and can be converted
by the body more easily than the hydrogenated fat that occurs commonly in
margarines.
c) Fresh fruit and vegetables are good for you. Simple and true.
d) Fish is good for you, especially oily fish like mackerel. Battered fish from the
chip shop, cooked in hydrogenated cooking oil is not so good for you.
e) Canned baked beans often have extremely high salt and sugar content. The
beans are good for you, but the sauce isn't if it contains too much salt and
sugar. Look at the contents on the label.
The rule is simple and inescapable: eat and drink healthily, and avoid excessive intake of
toxins, to reduce stress susceptibility and stress it. If you are suffering from stress and not
obeying this simple rule you will continue to have be stressed, and moreover you will
maintain a higher susceptibility to stress.
Irrespective of your tastes, it's easy these days to have a balanced healthy diet if you want
to - the challenge isn't in knowing what's good and bad, it's simple a matter of
commitment and personal resolve. You have one body for the whole of your life - look
after it.
Sleep and rest
Sleep and rest are essential for a healthy life-balance.
We have evolved from ancestors whose sleep patterns were governed by and attuned to
nature. We are born with genes and bodies which reflect our successful evolutionary
survival over tens of thousands of years. Our genes and bodies do not reflect the modern
world's less natural way of life.
Only in very recent generations have the modern heating, lighting, communications and
entertainment technologies enabled (and encouraged) people to keep daft unnatural
waking and working hours. Such behaviour is at odds with our genetic preferences.
Resisting and breaking with our genetically programmed sleep and rest patterns creates
internal conflicts and stresses, just as if we were to eat unnatural foods, or breathe
unnatural air.
Having a good night's sleep is vital for a healthy mind and body.
Napping during the day is also healthy. It recharges and energies, relaxes, and helps to
wipe the brain of pressures and unpleasant feelings.
Evidence of the relevance and reliability of this logic is found for example in the
following research by Androniki Naska et al published in the Archives of Internal
Medicine on 12 February 2007, and summarised here:
Exercise
Physical exercise is immensely beneficial in managing stress. This is for several reasons:
Exercise releases helpful chemicals in our brain and body that are good for us.
Exercise distracts us from the causes of stress.
Exercise warms and relaxes cold, tight muscles and tissues which contribute to stress
feelings.
Exercise develops and maintains a healthy body which directly reduces stress
susceptibility. Exercise increases blood flow to the brain which is good for us.
Exercises also releases hormones, and stimulate the nervous system in ways that are
good for us


















CHAPTER-2

REVIEW OF LITERATURE


















The effect of a meditation training in stress levels in secondary school teachers
Andrew J. Winzelberg MA1,* and
Frederic M. Luskin MS2
Abstract (1999)
Teachers experience a high level of stress and burnout. Meditation training, which has
previously been found to help individuals manage stress, may be an ideal low-cost stress
management technique for teachers. A pilot study was run to test the effectiveness of
meditation training for student teachers. Subjects were recruited from a university
teaching credential program and assigned to either a meditation training or control group.
Subjects in the meditation training were taught the RISE response, which includes a
simple meditation technique using sound as a focusing device and three corollary
techniques. The program prescribed a formal meditation practice period while the three
corollary practices were to be used at any time to remind subjects to focus attention.
Subjects assigned to the meditation group attended four 45-minute meditation training
sessions. The meditation group subjects were found to significantly reduce their stress
symptoms in the post-test measurements when compared to the control group in the
domains of emotional manifestations, gastronomic distress and behavioral manifestations.
Stress Management Tools for Preventing Burnout Phenomenon at Teachers from
Special Education
Ruxandra Folotin, Dr., Assistant Professora,
Loredana Adriana Tudorache, PhD studen
Abstract
Literature has often discussed the relationship between teaching as profession and a high
level of stress. Personal work style, maintaining discipline in the classroom, the need to
adapt to changes in educational system, inadequate working conditions are only few
determinants identified. Our study aims are to specify the relationship between
defense/coping mechanisms in different conditions of stress developed by special
education teachers and the burnout phenomenon. Scales for identifying the satisfaction at
work, the level of stress, the defense mechanisms and the Maslach Burnout Inventory
were used. We applied the mentioned instruments for a group of 120 teachers active
within special education system.
Individual Stress Management Coursework in Canadian Teacher Preparation
Programs
Gregory E. Harris
Memorial University
Ms. Maryanne Tucker and Ms. Leslie Pope.
Abstract (2011)
Teacher stress is a significant issue facing the teaching profession. The current paper
explores individual stress management as a viable option to address stress in this
profession. Specifically, Canadian teacher education programs are examined to identify
the prevalence of pre-service teacher education courses focused on individual stress
management. In light of the study findings, the author presents a curriculum framework
for the development of a course focused on individual stress management for pre-service
teachers as a means to facilitate increased availability of such coursework in Canadian
teacher preparation programs. Potential areas of future research are also presented.












CHAPTER-3
NEED SCOPE
AND
OBJECTIVES








3.1 NEED OF STUDY
In general, most of the teachers are unsatisfied with the environment being provided to
them by the organization and this lead to stress which affects the work and the work not
done effectively and efficiently.
So, there was need to understand the culture and environment which generate the
organizational and work stress.
Hence, the study of stress management would help to understand the situation and it also
find out ways how to overcome the stress. So, as to motivate the teachers and remove
stress at the work and organizational level to increase the organizational as well as
individual effectiveness and efficiency.
Scope
This particular study about Stress Management is restricted with in the organization. The
study is conducted on the staff members of the various collages. These colleges are:
GNA- IMT PHAGWARA
RAMGHARIA INSTITUTE OF ENGINEERING AND TECHONOLOGY, PHAGWARA
ST. SOLDIER COLLEGE, PHAGWARA
DAV COLLEGE JALANDHAR
RAMGARHIA INSTITUTE FOR WOMEN ADAMPUR
It studies the existence or non existence of stress among the teachers in the
organization and identifies the factors which are contributing for stress (If any). It also
provides the various steps adopted by the organization for managing the work stress
of the employees, which can be used as future reference for decision-making and
policy making with regard to the employees. This study reveals the morale of the
employees.
OBJECTIVES
The objective of the study is to identify the existence of work stress in the
organization.
If YES, then to study the factors causing stress among the employees
To study the impact and usefulness of Work stress management and also to
suggest measures for coping with stress.























CHAPTER-4

RESEARCH
METHODOLOGY

















Research Methodology is a way to find out the result of a given problem on a specific
matter or problem that is also referred as research problem. In Methodology, researcher
uses different criteria for solving/searching the given research problem. Different sources
use different type of methods for solving the problem. If we think about the word
Methodology, it is the way of searching or solving the research problem. (Industrial
Research Institute, 2010).
Primary Data
Primary data is information collected by the researcher directly through instruments
such as surveys, interviews, focus groups or observation. Tailored to his specific
needs, primary research provides the researcher with the most accurate and up-to-date
data.
Secondary Data
Secondary data, on the other hand, is basically primary data collected by someone else.
Researchers reuse and repurpose information as secondary data because it is easier and
less expensive to collect. However, it is seldom as useful and accurate as primary data.
Combination
Many experienced researchers use a combination of both primary and secondary data,
conducting secondary research first, and then following up with primary research to fill
any gaps in the study. This gives researchers a more comprehensive picture.
Sampling
I have taken the sample of 100 teachers from different colleges of phagwara and
hoshiarpur. These were HODs, teachers, lectures, assistant professors etc.
Survey sampling
In statistics, survey sampling describes the process of selecting a sample of elements
from a target population in order to conduct a survey. A survey may refer to many
different types or techniques of observation, but in the context of survey sampling it most
often involves a questionnaire used to measure the characteristics and/or attitudes of
people. Different ways of contacting members of a sample once they have been selected
is the subject of survey data collection. The purpose of sampling is to reduce the cost
and/or the amount of work that it would take to survey the entire target population. A
survey that measures the entire target population is called a census.
Sample Plan:-
Sampling Design : Simple Random Design
Sample Size : 100
Sample Location : Phagwara and Hoshiarpur
GNA- IMT, PHAGWARA
RAMGHARIA INSTITUTE OF ENGINEERING AND
TECHONOLOGY, PHAGWARA
ST. SOLDIER COLLEGE, PHAGWARA
REYAAT BAHRA INSTITUTE OF MANAGEMENT,
HOSHIARPUR

Research Type
Descriptive research is research that provides an accurate portrayal of characteristics of
a particular individual, situation, or group. These studies are a means of discovering new
meaning, describing what exists, determining the frequency with which something
occurs, and categorizing information.
A descriptive study is one in which information is collected without changing the
environment (i.e., nothing is manipulated). Sometimes these are referred to as
correlation or observational studies. The Office of Human Research Protections
(OHRP) defines a descriptive study as Any study that is not truly experimental. In
human research, a descriptive study can provide information about the naturally
occurring health status, behavior, attitudes or other characteristics of a particular group.
Using the Tool:
Work through the table on paper and calculate values manually.
Fill in values appropriately on the sheet. This will automatically calculate scores for you
and interpret these scores.








CHAPTER-5

DATA ANALYSIS AND
INTERPRETATIONS








1. You are not allowed to participate in the decision making of the organization
Strongly agree Agree Neutral Disagree Strongly
disagree
30 20 15 35


Interpretation: the 20% respondents are agree, 30% strongly agree, 15% neutral and
35% disagree with statement that they are not allowed to participate in the decision making of
the organization.
2. Your superior understand your job related problems
Strongly agree agree Neutral Disagree Strongly
disagree
16.5 33.5 50

0
5
10
15
20
25
30
35
40
Strongly agree agree neutral disagree Strongly
disagree

Interpretation: 50% of the respondents are not responding that superior understands
their job related problem and 33.5% respondents are complying with option agree.

3. You have the opportunity to carry out your decision in your organization
Strongly agree agree Neutral Disagree Strongly
disagree
20 30 20 20 10


16.5
33.5
50
0
10
20
30
40
50
60
Strongly agree agree neutral disagree Strongly
disagree
20
30
20 20
10
0
5
10
15
20
25
30
35
Strongly agree agree Neutral Disagree Strongly
disagree

Interpretation: the 30% respondents are agree, 20% strongly agree, 20% neutral and
20% disagree with statement that they have the opportunity to carry out decision in the
organization

4. Your superior dont discuss while making decision
Strongly agree agree Neutral Disagree Strongly
disagree
4 12 30 54


Interpretation: 54% of the respondents are disagree with the statement that superior do
not discuss while making decision and 4% respondents are strongly agree with this
statement.


4
12
30
54
0
10
20
30
40
50
60
Strongly agree agree neutral Disagree Strongly
disagree

5. You views and points are never welcomed in the organization
Strongly agree agree neutral Disagree Strongly
disagree
7 8 38 43 4



Interpretation: the 8% respondents are agree, 7% strongly agree, 38% neutral and 43%
disagree with statement that their views and points are never welcomed in the organization
6. You feel motivated when you are made to feel responsible for your organization
Strongly agree agree neutral Disagree Strongly
disagree
29 36 14 21 0

0
5
10
15
20
25
30
35
40
45
50
Strongly agree agree neutral Disagree Strongly
disagree


Interpretation: the 36% respondents are agree, 29% strongly agree, 14% neutral and
21% disagree with statement that they feel motivated when they are made to feel responsible
for their organization

7. Organizational objectives are given more importance as compare individual goals
Strongly agree agree neutral Disagree Strongly
disagree
26 32 26 16

29
36
14
21
0
0
5
10
15
20
25
30
35
40
Strongly agree agree neutral disagree Strongly
disagree

Interpretation: 26% respondents are complying with option agree and 32% respondents
do not respond to this statement.
8. You put your best efforts to get out of situation
0
5
10
15
20
25
30
35
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
Strongly agree agree neutral Disagree Strongly
disagree
20 50 26 4


Interpretation: the 50% respondents are agree, 20% strongly agree, 26% neutral with
statement that they put their best efforts to get out the situation.

9. You make use of relaxation techniques as physical exercise meditation and yoga

Strongly agree agree neutral Disagree Strongly
disagree
10 30 47 0 13
20
50
26
4
0
10
20
30
40
50
60
Strongly
agree
agree neutral disagree Strongly
disagree
Series1

Interpretation: 30% respondents are agree, 10% strongly agree, 47% neutral and 13%
strongly disagree with statement that they use relaxation techniques as physical exercise
meditation and yoga.

10. You build your soul support to relax yourself
Strongly agree agree neutral Disagree Strongly
disagree
15 33 19 26 7

10
30
47
0
13
0
5
10
15
20
25
30
35
40
45
50
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
15
33
19
26
7
0
5
10
15
20
25
30
35
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
Interpretation: the 33% respondents are agree, 15% strongly agree, 19% neutral and
26% disagree with statement that they build soul support to relax

11. You under go medicinal therapy to cope up with stress
Strongly agree agree neutral Disagree Strongly
disagree
15 22 20 43


Interpretation: the 22% respondents are agree, 15% strongly agree, 20% neutral and
43% disagree with statement that they undergo medicinal therapy to cope up with stress

12. You work on challenges well in advance
Strongly agree Agree neutral Disagree Strongly
disagree
10 45 30 15

15
22
20
43
0
5
10
15
20
25
30
35
40
45
50
Strongly
agree
agree neutral disagree Strongly
disagree
Series1

Interpretation: the 45% respondents are agree, 10% strongly agree, 30% neutral and
15% disagree with statement that they work on challenges well in advance.

13. You avoid being a part of stressful situation
Strongly agree agree neutral Disagree Strongly
disagree
10 27 35 28

10
45
30
15
0
5
10
15
20
25
30
35
40
45
50
Strongly agree agree neutral disagree Strongly
disagree
10
27
35
28
0
5
10
15
20
25
30
35
40
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
Interpretation: the 27% respondents are agree, 10% strongly agree, 35% neutral and
28% disagree with statement that they avoid being a part of stressful situation.

14. You make use of psychotherapy to come out of stress
Strongly agree agree neutral Disagree Strongly
disagree
0 0 36 52 12


Interpretation: 36% respondents are comply with option neutral and 52% respondents
disagree with statement that they use psychotherapy
15. You delegate your work and responsibility to others
Strongly agree agree neutral Disagree Strongly
disagree
10 35 40 10 5

0 0
36
52
12
0
10
20
30
40
50
60
Strongly
agree
agree neutral disagree Strongly
disagree
Series1

Interpretation: the 35% respondents are agree, 10% strongly agree, 40% neutral and
10% disagree with statement that they delegate responsibility to other
16. You believe in taking expert advice for coping with the problem
Strongly agree Agree neutral Disagree Strongly
disagree
15 45 10 14 16


10
35
40
10
5
0
5
10
15
20
25
30
35
40
45
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
15
45
10
14
16
0
5
10
15
20
25
30
35
40
45
50
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
Interpretation: the 45% respondents are agree, 15% strongly agree, 10% neutral and
14% disagree with statement that they believe in taking expert advice for coping with the
problem
17. You try to take the situation as a chance to take up more challenging job which will
helps to develop
Strongly agree agree neutral Disagree Strongly
disagree
0 19 26 42 13



Interpretation: the 19% respondents are agree, 26% neutral and 42% disagree with
statement that they try to take situation as challenge.



0
19
26
42
13
0
5
10
15
20
25
30
35
40
45
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
18. You keep yourself busy in work




Interpretation: the 35% respondents are agree, 55% neutral and 10% disagree with
statement that they keep busy in work.


19. You believe in yourself to overcome the situation effectively and efficiently
Strongly agree agree Neutral Disagree Strongly
disagree
16 34 44 6
0
35
55
10
0
0
10
20
30
40
50
60
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
Strongly agree agree neutral Disagree Strongly
disagree
0 35 55 10 0


Interpretation: The 34% respondents are agree, 16% strongly agree, 44% neutral and
6% disagree with statement that they can overcome the situation effectively and
efficiently.
20. You try to be well planned more scheduled and well organized
Strongly agree agree neutral Disagree Strongly
disagree
25 19 60 3 3
16
34
44
6
0
5
10
15
20
25
30
35
40
45
50
Strongly
agree
agree neutral disagree Strongly
disagree
Series1


Interpretation: the 19% respondents are agree, 25% strongly agree, 60% neutral and 3%
disagree with statement that they try to be well planned more scheduled and well organized










25
19
60
3 3
0
10
20
30
40
50
60
70
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
21. You try to maintain good interpersonal relations with your superiors and subordinates







Interpretation: the 28% respondents are agree, 5% strongly agree, 28% neutral and 21%
disagree with statement that they maintain good relations with superior and subordinates


5
28 28
21
18
0
5
10
15
20
25
30
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
Strongly agree agree neutral Disagree Strongly
disagree
5 28 28 21 18

22. You achieve the target peacefully without any pressure
Strongly agree agree neutral Disagree Strongly
disagree
5% 77% 15% 0% 3%



Interpretation: the 77% respondents are agree, 5 strongly agree, 15% neutral with
statement that they achieve target peacefully.


23. The rules and regulations put pressure on your performance
Strongly agree agree neutral Disagree Strongly
disagree
0% 30% 60% 8% 2%

5%
77%
15%
0%
3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Strongly
agree
agree neutral Disagree Strongly
disagree
Series1


Interpretation: the 30% respondents are agree, 60% neutral and 8% disagree with
statement that rules and regulations put pressure on performance
24. You are not satisfied from your work because of deadlines
Strongly agree agree neutral Disagree Strongly
disagree
4% 14% 44% 30% 8%

0%
30%
60%
8%
2%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly
agree
agree neutral Disagree Strongly
disagree
Series1
Series2
4%
14%
44%
30%
8%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly
agree
agree neutral disagree Strongly
disagree
Series1
Interpretation: 44% respondents comply with option neutral. 30% comply with
option disagree. Remaining agree with another options.

25. Majority of the time you lack enthusiasm to work
Strongly agree agree neutral Disagree Strongly
disagree
10% 40% 10% 30% 10%




Interpretation: the 40% respondents are agree, 10% strongly agree, 10% neutral and
30% disagree with statement that majority o time lack



10%
40%
10%
30%
10%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Strongly
agree
agree neutral disagree Strongly
disagree
Series1

26. Your job lack opportunities to utilize your skills and abilities
Strongly agree agree neutral Disagree Strongly
disagree
5% 55% 30% 10% 0%











Interpretation: the 55% respondents are agree, 5% strongly agree, 30% neutral and 10%
disagree with statement that job lack opportunities to utilize your skills and abilities

27. You dream for some fruitful change in your work life
Strongly agree agree neutral disagree Strongly
disagree
10% 60% 30% 0% 0%
5%
55%
30%
10%
0%
0%
10%
20%
30%
40%
50%
60%
Strongly
agree
agree neutral disagree Strongly
disagree
Series1





Interpretation: the 60% respondents are agree, 10% strongly agree, 30% neutral with
statement that they dream for some fruitful change in work life


28. You are looking for word for the day to come when you can relax
Strongly agree agree neutral Disagree Strongly
disagree
10% 70% 20% 0% 0%

10%
60%
30%
0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly
agree
agree neutral disagree Strongly
disagree
Series1

Interpretation: The 70% respondents are agree, 10% strongly agree, 20% neutral with
statement that they are looking for word for the day to come when relax.







10%
70%
20%
0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Strongly
agree
agree neutral disagree Strongly
disagree
Series1



CHAPTER-6
FINDINGS











The majority of the respondents said they do not use the any meditation
techniques to cope up with stress.
The no. of respondents is not use the medicinal or psychotherapy to remove
stress.
The majority of the respondents build soul support to remove the stress.
The majority of the respondents are agreeing with statement that they are not
allowed to participate in the decision making of the organization.
The large no. of respondents does not responding that superior understands their
job related problem.
The large no. of respondents in favour that they have freedom to plan work
according to choice.
The most of the respondents are agree with the statement that they have the
opportunity to carry out decision in the organizational.
Most of the respondents do not responds that they consider their self as a part of
parcel.
The most of the respondents are disagree with the statement that superior do not
discuss while decision making in the organization.
The large no. of respondents said that the views and points are welcomed by the
organization.
the majority of the respondents said the organization approach towards its members
The majority of the respondents said that rules and regulation of the organization put
pressure on performance.







CHAPTER-7
RECOMMENDATION
AND
CONCLUSION



1. The organization identify n understands the various reasons for stress among
employees
2. Organizations have to introduce some meditation n yoga classes to reduce stress
3. The organizations have to motivate the employees to tackle the problem not to
avoid the situation.
4. Stress awareness programmes
5. Assign clear responsibilities with Appropriate work completion period n less
overload
6. A consistent and applied medical/diagnostic perspective on stress is required.
7. Responsibility for managing the stress must be clear.
8. Multiple approaches should be utilized in identifying stress issues in the
organization
9. Organizations have to provide opportunities n freedom to manage their own
activities with minimum restrictions n interferences with appropriate period of
completing task.
10. The responsibilities and tasks should be managed and assign in such a way that
employees talent and skills should be properly utilized.
11. The internal policies should be favorable and accepted by all the employees

Limitations of the survey

Time was very less to collect data and interpret findings
Support: The staff of many colleges were not support me to collect data.
Unwillingness of respondents: respondents were not interested to spend
their time to provide information.
The questionnaires were filled be 100 respondents working in the various
colleges. So the scope of sample findings was less.
The questionnaire was filled by 100 respondents of different designations. So the
point of view of respondents differs as per their designations.
The responses of the employees cannot be considered as accurate. Their views
were influenced from their colleagues
One of the other problems of questionnaire is the cost. Sometimes it may be
possible that even by spending so much the result may not be reasonable.

CONCLUSION
The organization identify n understands the various reasons for stress among employees.
They have to maintain healty relations: formal n informal with the employees and among
colleagues. Organizations have to plan n implement various techniques to overcome
stress. Organizations have to introduce some meditation n yoga classes to reduce stress.
The large no of respondents believes in them self to overcome the situations so
organizations have to provide opportunities n freedom to manage their own activities
with minimum restrictions n interferences with appropriate period of completing task.
The organizations have to motivate the employees to tackle the problem not to avoid the
situation. Most of the employees think that their colleagues are in better position n
organization does not provide the opportunities for growth. So the organizations have to
plan strategies in such a way that employees get full opportunities to explore their talent.
The employees want challenging tasks n responsibilities but with promotional chances.
The less involvement is also a main factor of stress among employees. They can be
motivated by increasing their participation in decision making, policies making n creating
strong formal n informal relations.












QUESTIONNAIRE
PERSONAL / DEMOGRAPHIC PROFILE
1. Organization :
2. Gender : Male , Female
3. Age : Young , Middle , Old
<31yrs 31-50yrs >50yrs
4. Marital status: Married , Unmarried
5. Education : Doctorate , Postgraduate , Graduate
6. Experience : <5yrs 5-15yrs 15-25yrs
7. Monthly income: low medium high
8. Specialization:


S No. Variables SA A N D SD
1. You are not allowed to
participate in the decision
making of the organization

2. Your superior understand you
job related problems


3. You have the opportunity top
carry out your decision in you
organization


4. Your superior dont discuss
while making decision

5. You views and points are
never welcomed in the
organization



6. You feel motivated when you
are made to feel responsible
for your organization






7. Organizational objectives are
given more importance as
compare individual goals

Coping strategies

S No. Variables SA A N D SD
1. You put your best efforts to get
out of situation


2. You make use of relaxation
techniques as physical exercise
meditation and yoga

You build your soul support to
relax yourself

3.
You under go medicinal therapy
to cope up with stress

4. You work on challenges well in
advance

5. You avoid being a part of
stressful situation

6. You make use of
psychotherapy to come out of
stress

7. You delegate your work and
responsibility to others
8. You believe in taking expert
advice for coping with the
problem

9. You try to take the situation as a
chance to take up more
challenging job which will helps
to develop

10. You keep your self busy in work
11. You believe in yourself to
overcome the situation
effectively and efficiently

12. You try to be well planned more
scheduled and well organized

13. You try to maintain good
interpersonal relations with your
superiors and subordinates


Work stressor

S No. Variables SA A N D SD

1 You achieve the target peacefully without
any pressure



2 The rules and regulations put pressure on
your performance


3 You are not satisfied from your work
because of deadlines


4 Majority of the time you lack enthusiasm
to work



5 Your job lack opportunities to utilize your
skills and abilities

6 You dream for some fruitful change in
your work life



7 You are looking for word for the day to
come when you can relax


SA -strongly agree
A- Agree
N -Neutral
D -Disagree
SD- strongly disagre