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Structure
13.1 Introduction Objectives 13.2 13.3 13.4 13.5 13.6 13.7 13.8 TypesofStress SelfAssessmentQuestions1 PotentialSourcesofStress SelfAssessmentQuestions2 ConsequencesofStress SelfAssessmentQuestions3 ManagingStress SelfAssessmentQuestions4 Asuggestedframeworkforstressmanagement SelfAssessmentQuestions5 Crisismanagement SelfAssessmentQuestions6 Summary TerminalQuestions AnswerstoSAQsandTQs 13.1 Introduction

StressManagement

Stresshasbeendefinedasaphysical,mentaloremotionalresponsetoeventswhichcausemental orbodilytension.Inthemoderndaylifestressisapartandparcelofourlives.Atthesametime,it shouldnotexceedthecapacityofanindividualtohandleit.Ifitexceedsinproportiontoapersons abilities to cope with it, it would cause mental and physical imbalance in the person. Therefore, a majorchallengeforeveryonetodayistomakestressworkforyouasaproductiveforceratherthan asadeterrentwhichcancauseimbalanceinanindividual.

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While handling a stressful situation, the brain signals the release of stress hormones. These chemical substances in turn trigger a set of responses that provides the body with extra energy: bloodsugarlevelsrise,theheartbeatspeedsupandbloodpressureincreases.Themusclestense for action. Theblood supply isdiverted awayfrom the gut to the extremitiestohelp the body deal withthesituationathand. Learningobjectives: Thelearningobjectivesofthisunitareasfollows: 1. TypesofStress 2. ManagingStress 3. Crisismanagement 13.2 TypesOfStress

Stress can manifest itself in a number of ways depending upon the suddenness of an even to be dealt with and types of stressors to be handled by an individual. It may manifest itself either physically,emotionallyand/mentally,ascertainsymptoms. Physical This happens when the body as a whole suffers due to stressful situation. There are manysymptomslike,headaches,tensionintheneck,forehead,andshouldermuscles.Longperiods of stress can cause other serious symptoms like digestive problems, ulcers, insomnia (sleeplessness), fatigue, high blood pressure, nervousness, excessive sweating, heart ailments, strokesandhairlossaswell. Emotional These responses are due to stress affecting the mind and include, anxiety, anger, depression, irritability, frustration, overreaction to everyday problems, memory loss and a lack of concentrationforanytask. Anxiety is exhibited as a response to loss, failure, danger or a fear of the unknown. Anger is a responsetofrustrationorsocialstressandcanbecomeadangertootherindividuals,ifnotkeptin check.Depressionisfrequentlyseenasanemotionalresponsetoupsettingsituations,suchas,the deathofalovedone,illnessandfailure.
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Psychological Longterm stress can cause psychological problems in some individuals. Symptoms may include social isolation, phobias, compulsive behaviors, eating disorders and night terrors. Stress may be classified into two types: positive stress (Eustress) and negative stress (Distress). Moderateand manageable levels of stressfor a reasonable period of time can be handled by the body through mobilization of resources and is accompanied by positive emotions, such as, enjoyment,satisfaction,excitementandsoon.Thisbeneficialelementinstresshasbeendefinedby Selye (1974) as Eustress (EU meaning good). However, an overload of stress resulting from a situationofeitheroverarousalorunderarousalforlongperiodsoftimecausesthefollowing:firstan unpleasant feeling, followed by physical damage, fatigue and in extreme cases, even death of an individual.ThishasbeentermedbySelyeasdistress(dysmeaningbad). SelfAssessmentQuestions1 1. Insomniais__________. 2. Positivestressiscalled________. 3. Negativestressiscalled___________. 13.3 PotentialSourcesOfStress

Whileenvironmentalfactorsareforcesoutsidetheorganization,whichmayactaspotentialsources of stress due to uncertainties and threats that they create for any organization and its members, factors withinorganization canalso actaspotential sourceof stress. Togetheror singlythey may createatenseandvolatileworkingenvironmentwhichcancausestressfororganizationalmembers becausetheinabilityofindividualstohandlethepressuresarisingoutofthesesources. Thefollowingmaybeseentobethepotentialsourcesofstress: 1. Environmentalfactors: Environmentaluncertaintyinfluencesstresslevelsamongemployeesinanorganization. Changesinthebusinesscyclecreateeconomicuncertainties.

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Politicaluncertaintiescanbestressinducing. Technologicaluncertaintycancausestressbecausenewinnovationscanmakeanemployees skillsandexperienceobsoleteinaveryshortperiodoftime.

2. Organizationalfactors: Pressurestoavoiderrorsorcompletetasksinalimitedtimeperiod,workoverload,ademanding andinsensitiveboss,andunpleasantcoworkersareafewexamples. Taskdemandsarefactorsrelatedtoapersonsjob.Theyincludethedesignoftheindividuals job (autonomy, task variety, degree of automation), working conditions, and the physical work layout. Roledemandsrelatetopressuresthatareafunctionoftheroleanindividualplaysinan organization. a. Roleconflictscreateexpectationsthatmaybehardtoreconcileorsatisfy. b. Roleoverloadisexperiencedwhentheemployeeisexpectedtodomorethantimepermits. c. Roleambiguityiscreatedwhenroleexpectationsarenotclearlyunderstood.

Interpersonaldemandsarepressurescreatedbyotheremployees. Organizationalstructuredefinesthelevelofdifferentiationintheorganization,thedegreeofrules andregulations,andwheredecisionsaremade.Excessiverulesandlackofparticipationin decisionsmightbepotentialsourcesofstress.

Organizational leadership represents the managerial style of the organizations senior executives. CEOs, by virtue of their managerial styles create an organizational culture which reflects tension, fear,andanxiety.Theyoveremphasizetightcontrol,hireandfirepolicieswhichkeeporganizational membersonhotseatandcreatestressamongthem. 3. Individualfactors: These are factors in the employees personal life. Primarily, these factors are family issues, personaleconomicproblems,andinherentpersonalitycharacteristics.

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Brokenfamilies, wrecked marriages andotherfamily issues may create stressat workplaceas well.

Economic problems created by individuals overextending their financial resources. Spending more than earnings stretches financial positions, create debt situation leading to stress among individuals.

Asignificantindividualfactorinfluencingstressisapersonsbasicdispositionalnature.Over suspiciousangerandhostilityincreasesapersonsstressandriskforheartdisease.These individualswithhighlevelofmistrustforothersalsocausestressforthemselves.

4. Stressorsareadditivestressbuildsup. IndividualDifferences 1. Fiveindividualdifferencevariablesmoderatetherelationshipbetweenpotentialstressorsand experiencedstress: a. Perception b. Jobexperience c. Locusofcontrol d. Selfefficacy e. Hostility

a.Perception:Moderatestherelationshipbetweenapotentialstressconditionandanemployees reactiontoit.Stresspotentialdoesntlieinobjectiveconditionsitliesinanemployeesinterpretation ofthoseconditions. b.Jobexperience: Theevidenceindicatesthatexperienceonthejobtendstobenegativelyrelated toworkstress. Firstistheideaofselectivewithdrawal.Voluntaryturnoverismoreprobableamongpeoplewho experiencemorestress.

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Second,peopleeventuallydevelopcopingmechanismstodealwithstress. Collegialrelationshipswithcoworkersorsupervisorscanbuffertheimpactofstress. c.Locusofcontrol:Thosewithaninternallocusofcontrolbelievetheycontroltheirowndestiny. Internalsperceivetheirjobstobelessstressfulthandoexternals. Internalsarelikelytobelievethattheycanhaveasignificanteffectontheresults. Thosewithanexternallocusbelievetheirlivesarecontrolledbyoutsideforces. Externalsaremorelikelytobepassiveandfeelhelpless. d.Selfefficacy:Theconfidenceinonesownabilitiesappearstodecreasestress. e.Hostility:Peoplewhoarequicktoanger,maintainapersistentlyhostileoutlook,andprojecta cynicalmistrustofothersaremorelikelytoexperiencestressinsituations. SelfAssessmentQuestions2 1. ______________iscreatedwhenroleexpectationsarenotclearlyunderstood. 2. Thosewithan____________locusofcontrolbelievetheycontroltheirowndestiny. 3. ______________Theconfidenceinonesownabilitiesappearstodecreasestress. 13.4 ConsequencesOfStress

Stressshowsitselfinthreewaysphysiological,psychological,andbehavioralsymptoms. 1. Physiologicalsymptoms: Mostoftheearlyconcernwithstresswasdirectedatphysiologicalsymptomsduetothefactthat specialistsinthehealthandmedicalsciencesresearchedthetopic.

PhysiologicalsymptomshavetheleastdirectrelevancetostudentsofOB.

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2. Psychologicalsymptoms: Jobrelatedstresscancausejobrelateddissatisfaction. Jobdissatisfactionisthesimplestandmostobviouspsychologicaleffectofstress(Robbins, 2003). Multipleandconflictingdemandslackofclarityastotheincumbentsduties,authority,and responsibilitiesincreasestressanddissatisfaction. Thelesscontrolpeoplehaveoverthepaceoftheirwork,thegreaterthestressand dissatisfaction. 3. Behavioralsymptoms: Behaviorallyrelatedstresssymptomsincludechangesinproductivity,absence,andturnover, as well as changes in eating habits, increased smoking or consumption of alcohol, rapid speech,fidgeting,andsleepdisorders. SelfAssessmentQuestions3 1. Stressshowsitselfin_________ways 2. ____________________isthesimplestandmostobviouspsychologicaleffectofstress.

13.5 ManagingStress

Highorlowlevelsofstresssustainedoverlongperiodsoftime,canleadtoreducedemployee performanceand,thus,requireactionbymanagement. 1. Individualapproaches:

Effectiveindividualstrategiesincludeimplementingtimemanagementtechniques,increasing physicalexercise,relaxationtraining,andexpandingthesocialsupportnetwork.

Practicingtimemanagementprinciplesalsoleavesasanimportantelementinmanagingstress, suchas: a. makingdailylistsofactivitiestobeaccomplished.

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b. prioritizingactivitiesbyimportanceandurgency. c. schedulingactivitiesaccordingtotheprioritiesset. d. knowingyourdailycycleandhandlingthemostdemandingpartsofyourjobduringthehigh partofyourcyclewhenyouaremostalertandproductive.

Noncompetitivephysicalexercisehaslongbeenrecommendedasawaytodealwithexcessive stresslevels.

Individualscanteachthemselvestoreducetensionthroughrelaxationtechniques,suchas, meditation,hypnosis,andbiofeedback.

Havingfriends,family,orworkcolleaguestotalktoprovidesanoutletforexcessivestress.

2. Organizationalapproaches Strategiesthatmanagementmightwanttoconsiderinclude: a. Improved personnel selection and job placement leading to right personjobfit thereby reducingchancesofnonperformanceandstresslevel. b. Useofrealisticgoalsetting,redesigningofjobscanhelpinaligningtheindividualsandjob effectivelyandreducestress. c. Traininginstressmanagementtechniquescanbehelpful. d. Increased employee involvement improves motivation, morale, commitment, and leads to betterroleintegrationandreductioninstress. e. Improvedorganizationalcommunicationhelpsincreatingtransparencyinorganizationsand reducesconfusion,therebydecreasingstresslevelatwork. f. Establishment of corporate wellness programs is an important component in managing stress among organizational members by rejuvenating and refreshing them from time to timeleadingtoincreasedproductivitywithrenewedenergy. Selfassessmentquestions4 1. ______________physicalexercisehaslongbeenrecommendedasawaytodealwithexcessive stresslevels 2. Individualscanteachthemselvestoreducetensionthrough_____________techniques,such as,meditation.

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3. Improved personnel selection and job placement leading to right ______________ thereby reducingchancesofnonperformanceandstresslevel. 13.6 A SuggestedFrameworkForStressManagement

Asthereisapositivesidetostressandprovides,drive,excitementandmotivationforindividualsto push themselves to achieve more in their lives in the fulfillment of their set goals, there is no requirementtoeliminatestressformoneslife.Managingstressshouldbegivenimportancerather thanelimination.Thegoalshouldbetofindtheoptimallevelofstressthatcanbehandledeffectively byanindividualwhichwillmotivatethepersonandnotoverwhelmanddistressanindividual. Howcanonefindoutwhatisoptimalstressforanindividual? Thereisnosinglelevelofstressthatisoptimalforallpeople.Weareallmotivatedordistressedby different levels of stimulations in a given situation. Age, mental strength, upbringing and cultural factors can be important elements that my influence our abilities to handle stress. How much resilience a person can exhibit while handling stressful situations would vary across individuals as theyarelikelytodifferintheirphysiologicalresponsestoit. Researcheshaveshownthefollowing regardingourcapabilitiestohandlestress: 1. Thepersonwhoenjoysarbitratingdisputesandmovesfromjobsitetojobsitewouldbestressed inajobwhichwasstableandroutine,whereasthepersonwhothrivesunderstableconditions wouldverylikelybestressedonajobwheredutieswerehighlyvaried. 2. Ourpersonalstressrequirementsandtheamountwhichwecanhandlebeforewesuccumbto stresschangeswithage. 3. Ithasalsobeenfoundthatmanyillnessesarerelatedtounrelievedstress.Ifoneisexperiencing stresssymptoms,onehasgonebeyondtheoptimalstresslevelthenitisnecessarytoreduce thestressintheindividualslifeand/orimprovetheabilitytomanageit.

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HowCanOneManageStressBetter? Identifying unrelieved stress and being aware of its effect on an individuals life is insufficient for reducingitsharmfuleffects.Justastherearemanysourcesofstress,therearemanypossibilitiesfor its management. There are two choices in this regard either change the source of stress and / changeyourreactiontoit. Whatisthepathfordoingso? 1.Becomeawareofthestressorsandtheemotionalandphysicalreactions.

Notice what causes distress. Ignoring them is not a solution. Listing out all the events that cause distress is important. What does an individual tell himself/ herself about the meaning of these events?Determininghowthebodyrespondstothestress.Doestheindividualbecomenervousor physicallyupset?Ifso,inwhatspecificways? 2.Recognizingwhatcanbechanged.

Isitpossibletochangethestressorsbyavoidingoreliminatingthemcompletely?Cantheirintensity bereduced?Isitpossibletoshortenanindividualsexposuretostress?Canonedevotethetimeand energynecessarytomakeachange(forexample,goalsetting,timemanagementtechniquesmay beused)? 3. Reducetheintensityoftheemotionalreactionstostress.

The stress reaction is triggered by our perception of danger: physical danger and/or emotional danger. Are we viewing your stressors in exaggerated terms and/or taking a difficult situation and makingitadisaster?Arewetryingtopleaseeveryone?Arewe overreactingandviewingthingsas absolutely critical and urgent? Do we feel you must always prevail in every situation? Work at adopting more moderate views try to see the stress as something you can cope with rather than somethingthatoverpowersusisasolutionforreducingstress,internally.

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4.Learning tomoderateourphysicalreactionstostress.

Slow,deepbreathingwillbringyourheartrateandrespirationbacktonormal.Relaxationtechniques can reduce muscle tension. Electronic biofeedback can help you gain voluntary control over such thingsasmuscletensionheartrate,andbloodpressure.Medications,whenneededandprescribed byadoctorcanhelpinmoderatingthephysicalreactions.However,thesealonecannotdothejob. Learningtomoderatethesereactionsonourownisadesirablesolutioninthelongrun. 5.Buildourphysicalreserves.

Exercising for cardiovascular fitness three to four times a week (moderate, prolonged rhythmic exerciseisbest,suchaswalking,swimming,cycling,orjogging).Eatingwellbalancedandnutritious meals are a must. Maintaining the ideal weight is essential. Avoiding nicotine, excessive caffeine, and other stimulants can be a great help in reducing stress. Mixing leisure with work and taking breaks from routine work can relax and reduce stress in a person. Getting adequate sleep is of utmost importance. Being consistent with the sleep schedule helps in reducing stress to a large extent. 4. Maintainingouremotionalreserves.

Developingsomemutuallysupportivefriendshipsandstablerelationshipshelpinsharingbottledup emotions and reduce stress. Pursuing realistic goals which are meaningful to, rather than goals othershaveforsetforuswhichwedonotidentifywithcanhelpinreducingstress.Expectingsome frustrations,failures,andsorrowsasapartoflifecanmakeusgearupmentallyinhandlingstressful situationsratherthansuccumbtothem. Selfassessmentquestions5 1. Thestressreactionistriggeredbyour__________________ofdanger 2. Electronicbiofeedbackcanhelpyougain__________________controloversuchthingsas muscletension

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13.7 CrisisManagement

ItIsthesystematicattempttoavoidorganizationalcrisesortomanagethosecriseseventsthatdo occur (Pearson & Clair, 1998). A crisis is a major, unpredictable event that threatens to harm an organizationanditsstakeholders. Three elements are common to most definitions of crisis: (a) a threat to the organization, (b) the elementofsurprise,and(c)ashortdecisiontime(Seeger,Sellnow&Ulmer,1998) There are four types of organizational crises: Sudden Crises, such as fires, explosions, natural disasters, workplace violence, etc Smoldering Crises, problems or issues that start out small and could be fixed or averted if someone was paying attention or recognized the potential for trouble Bizarre,likethefingerintheWendy'sRestaurantChili,aoneofakindcrisisand,PerceptualCrises, suchasthelongrunningproblemProctor&Gambleusedtohavewiththeirformercorporatelogo, thatincludedahalfmoonandstars,whichcriticswouldclaimweresymbolsofdevilworship,calling forboycottsofP&Gproducts.(Smith&Millar,2002). Irrespectiveofthesizeofanorganizationaffected,themainbenefitsofcrisismanagementwould encompassthefollowing: 1.Abilitytoassessthesituationfrominsideandoutsidetheorganizationasallstakeholdersmight perceiveit. 2.Techniquestodirectaction(s)tocontainthelikelyorperceiveddamagespread. 3.Amoreeffectivewaytorapidlytriggerthatpartorpartsofbusinesscontinuitymanagement. 4.Betterorganizationalresilienceforallstakeholders. 5.Compliancewithregulatoryandethicalrequirements,e.g.corporatesocialresponsibility. 6.Muchbettermanagementofseriousincidentsoranyincidentthatcouldbecomeserious. 7.Improvedstaffawarenessoftheirrolesandexpectationswithintheorganization. 8.Increasedability,confidenceandmoralewithintheorganization. 9.Enhancedriskmanagementinsofarthatobviousriskswillbeidentified,mitigated(wherepossible) andthroughcrisisandbusinesscontinuitymanagementaspreparedfor. 10.Protectedandoftenenhancedreputationamuchreducedriskofposteventlitigation.

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Anexampleofcrisismanagement: Bhopal: TheBhopaldisasterinwhichpoorcommunicationbefore,during,andafterthecrisiscost thousands of lives, is an apt example of the role of crosscultural communication in crisis management plans. According to American Universitys Trade Environmental Database Case Studies(1997),localresidentswerenotsurehowtoreacttowarningsofpotentialthreatsfromthe Union Carbide plant. Operating manuals printed only in English is an extreme example of mismanagement but indicative of systemic barriers to information diffusion. According to Union Carbides own depiction of the incident (2006), a day after the crisis Union Carbides upper managementarrivedinIndiabutwasunabletoassistinthereliefeffortsbecausetheywereplaced under house arrest by the Indian government. Symbolic intervention can be counter productive a crisis management strategy can help top management in taking more calculated decisions in how theyshouldrespondtodisasterscenarios.TheBhopalincidentillustratesthedifficultyinconsistently applyingmanagementstandardstomultinationaloperationsandtheblameshiftingthatoftenresults fromthelackofaclearmanagementplan. SelfAssessmentQuestions6 1. _________elementsarecommontomostdefinitionsofcrisis. 2. Thereare__________typesoforganizationalcrises 13.8 Summary Stresshasbeendefinedasaphysical,mentaloremotionalresponsetoeventswhichcausemental orbodilytension.Inthemoderndaylifestressisapartandparcelofourlives.Stresscanmanifest itselfinanumberofwaysdependinguponthesuddennessofaneventobedealtwithandtypesof stressors to be handled by an individual. It may manifest itself either physically, emotionally and / mentally, as certain symptoms. Stress may be classified into two types: positive stress (Eustress) andnegativestress(Distress).Moderateandmanageablelevelsofstressforareasonableperiodof timecanbehandledbythebodythroughmobilizationofresourcesandisaccompaniedbypositive emotions,suchas,enjoyment,satisfaction,excitementandsoon.Thisbeneficialelementinstress has been defined by Selye as Eustress (EU meaning good). However, an overload of stress resultingfromasituationofeitheroverarousalorunderarousalforlongperiodsoftimecausesthe

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following: first an unpleasant feeling, followed by physical damage, fatigue and in extreme cases, evendeathofanindividual.ThishasbeentermedbySelyeasdistress(dysmeaningbad).While environmental factors are forces outside the organization, which may act as potential sources of stressduetouncertaintiesandthreatsthattheycreateforanyorganizationanditsmembers,factors withinorganizationcanalsoactaspotentialsourceofstress.Togetherorsinglytheymaycreatea tenseandvolatileworkingenvironmentwhichcancausestressfororganizationalmembersbecause theinabilityofindividualstohandlethepressuresarisingoutofthesesources.Stressshowsitselfin three waysphysiological, psychological, and behavioral symptoms. As there is a positive side to stressandprovides,drive,excitementandmotivationforindividualstopushthemselvestoachieve moreintheirlivesinthefulfillmentoftheirsetgoals,thereisnorequirementtoeliminatestressform oneslife.Managingstressshouldbegivenimportanceratherthanelimination.Thegoalshouldbeto findtheoptimallevelofstressthatcanbehandledeffectivelybyanindividualwhichwillmotivatethe person and not overwhelm and distress an individual. It is the systematic attempt to avoid organizational crises or to manage those crises events that do occur. A crisis is a major, unpredictableeventthatthreatenstoharmanorganizationanditsstakeholders. Terminalquestions 1. Definestress.Explainvarioustypesofstress. 2. Describethepotentialsourcesofstress. 3. Whataretheconsequencesofstress? 4. Discustheindividualandorganizationalapproachestomanagingstress. 5. Discussthevarioustypesoforganizationalcrises AnswerstoSelfAssessmentQuestions SelfAssessmentQuestions1 1.Sleeplessness 2.Eustress 3.Distress

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SelfAssessmentQuestions2 1.Roleambiguity 2.Internal 3.Selfefficacy SelfAssessmentQuestions3 1.Three 2.Jobdissatisfaction SelfAssessmentQuestions4 1.Noncompetitive 2.Relaxation 3.Personjobfit SelfAssessmentQuestions5 1.Perception 2.Voluntary SelfAssessmentQuestions6 1.Three 2.Four AnswertoTerminalQuestions 1.Refersection13.1and13.2 2.Refersection13.3 3.Refersection13.4 4.Refersection13.5 5.Refersection13.7

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