Table of Contents.

Serial Contents No. 1. 2. 3. 4. 5. #. '. +. ,. Executive summary Introduction to Stress management Categories of Stress Personal Stress rgani!ational Stress $odre% com&any &rofile

Page No. 1 2 4a 13 2" 2#

Pre ( stress and modern stress management tec)ni*ues 2+ Conclusion -i.liogra&)y 33 34

EXECUTIVE SUMMARY. N/0 recently )as stress .een seen as a contri.utory factor to t)e &roductivity and )ealt) costs of com&anies and countries. 1s studies of stress2related illnesses and deat)s s)o34 stress im&oses a )ig)

cost on individual )ealt) and 3ell2.eing as 3ell as organi!ational &roductivity. 5)ere are .oo6s no34 3)ic) revie3 t)e sources and outcomes of %o.2related stress4 t)e met)ods used to assess levels and conse*uences of occu&ational stress and strategies to confront stress and its associated &ro.lems. 1 visit to $odre% Consumer Products /td. 78i6)roli9 3as of great )el& in my &ro%ect. $odre% is one of t)e com&anies t)at are using various :Stress ;anagement< met)ods in t)eir organi!ation. =ere I met ;r. Sameer -)aroi64 5)e /eaders)i& and rgani!ation Effectiveness Staff Consultant4 =>

?e&artment4 $odre%4 3)o is one of t)e committee mem.ers of t)eir very effective stress management system. =e told me a.out t)e stress management system t)ey 3ere using in $odre%. I 3as also told a.out t)eir need to ado&t t)e modern day :Stress ;anagement< met)ods rat)er t)an t)e old one4 3)at are t)e advantages t)e disadvantages etc. 1 very friendly and )el&ful man .y nature4 ;r. Sameer )el&ed me a lot to understand )o3 t)e :Stress ;anagement< met)ods are meant to 3or64 3)at are t)e &ractical difficulties in t)e im&lementation and )o3 t)ey )ave managed to overcome t)ese difficulties successfully.

What is Stress? Stress is a comple phenomenon. It )as .een defined in many 3ays4 .ut sim&ly &ut@ it is t)e 3ear and tear of everyday life. 222

In everydayAs life &eo&le are su.%ected to a 3ide range of &ressures. Similarly t)ere are also a 3ide range of resources and strategies for co&ing 3it) &ressure. Sometimes &eo&le co&e 3ell and 3ill not feel t)at t)e &ressure is )aving any adverse effect u&on t)em. 1t ot)er times t)ey 3ill )ave difficulty in dealing 3it) t)e situation and t)at is 3)en 3e may use t)e term BstressB. In reality4 any situation t)at &uts &ressure is tec)nically BstressfulB. Stress is not necessarily un&leasant or )armful. C)en &eo&le are a.le to co&e satisfactorily 3it) t)e stress and find it to .e &ositive in its effect4 t)ey tend to use ot)er 3ords 2 suc) as BstimulationB or Bc)allengeB. In t)is regard a sim&le .ut accurate definition of stress isD !Stress occ"rs #hen the press"res "pon "s e cee$ o"r reso"rces to cope #ith those press"res.! It follo3s4 t)erefore4 t)at 3e can attem&t to tac6le stress eit)er .y reducing t)e &ressures or .y increasing our co&ing resources 2 or4 indeed4 a com.ination of .ot) strategies. 5)e &ro.lem is t)at different &eo&le find *uite different situations and circumstances to .e stressful. 1t t)e extremes4 a situation 3)ic) one &erson ex&eriences as &ositive and stimulating 3ill cause anot)er &erson acute distress. :5)e C)anging 5imes model< is one of t)e fe3 to recogni!e t)is fact. It is also one of t)e fe34 and 3idely 6no3n and successfully im&lemented &rograms4 3)ic) )as .een s&ecifically designed to avoid .ot) &syc)ological %argon and an un)el&ful em&)asis on medical models of stress. Some &eo&le 3)o suffer from mental disorders may .e more susce&ti.le to stress. E*ually4 &rolonged or acute ex&osure to excessive stress can lead to illnesses. Eor t)e great ma%ority of &eo&le4 )o3ever4 stress is a &erfectly normal and natural state t)at may .e un&leasant or disa.ling .ut 3)ic)

232

can .e reduced 3it)out recourse to medicines or t)era&y. 1ll &eo&le need to do is develo& a .etter understanding of t)e causes and effects of our stress. 5)e C)anging 5imes model is designed to )el& &eo&le do %ust t)at. Cit) t)at understanding every.ody 3ill .e muc) .etter e*ui&&ed to reduce t)e &ressures 3)ic) cause stress andFor increase our resources for co&ing 3it) t)ose &ressures. Cate%ories of Stress

Ac"te stress is 3)at most &eo&le identify as stress. It ma6es itself felt t)roug) tension

)eadac)es4 emotional u&sets4 gastrointestinal distur.ances4 feelings of agitation and &ressure. ItGs easily treata.le and can .e .roug)t under control in six to eig)t 3ee6s.

Episo$ic ac"te stress is more serious and can lead to migraines4 )y&ertension4 stro6e4 )eart

attac64 anxiety4 de&ression4 serious gastrointestinal distress. ItGs *uite treata.le4 .ut it ta6es general life style read%ustments4 four to six mont)s4 and often re*uires &rofessional )el&.

Chronic stress is t)e most serious of all. ItGs t)e stress t)at never ends. It grinds us do3n until

our resistance is gone. Serious systemic illness suc) as dia.etes4 decreased immunocom&etence4 &er)a&s cancer is its )allmar6. It can .e treated4 even reversed4 .ut it ta6es time 2 sometimes t3o to t)ree years2and often re*uires &rofessional )el&.

Tra"matic stress is t)e result of massive acute stress4 t)e effects of 3)ic) can rever.erate

t)roug) our systems for years. Post traumatic stress disorder is treata.le and reversi.le and usually re*uires &rofessional aid.

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5)ere are many different definitions .ut stress can .e .roadly defined as an individuals perceived inability to cope with the demands placed on them. 5)e common ex&ression for stress is HtensionA ne is said to .e tense4 3)en t)ere is some anxiety4

some fear of 3)et)er t)e desira.le t)ings may )a&&en4 3)et)er somet)ing may go 3rong4 etc. It is a state of discomfort felt in t)e mind and ex&erienced .y t)e .ody. C)en t)ere is tension4 t)e .ody may .ecome 3ea6. In management literature4 HStressA is defined as a res&onse of t)e )uman .ody to a felt need. C)en one is )ungry and t)ere is an urge to eat food4 t)e .ody is in a state of stress4 3)ic) disa&&ears 3)en t)e need is fulfilled. 5)is definition suggests t)at stress is a desira.le condition4 ma6ing one move to3ards fulfillment of needs. 5)is is &artly true. Stress occurs also 3)en t)e need arises out of fear and t)e urge is to run and esca&e. 5)is may sometimes4 .e not &ossi.le. In t)at case4 t)ere is no movement4 t)e need remains unfulfilled and t)e stress condition does not disa&&ear. Stress is identified as of t3o 6inds. ne is called EuStress4 3)ic) is t)e condition in 3)ic) t)ere is

drive and effort to fulfill t)e needs. ;otivation is )ig). 1c)ievement is seen as &ossi.le. 5)e situation is c)allenging. Stress disa&&ears 3)en t)e need is fulfilled. 5)ere is success. 5)e ot)er is ?iStress4 3)ic) is t)e condition 3)en t)ere is a sense of )el&lessness in .eing a.le to ac)ieve. 5)e feeling is of frustration. 5)ere is no success. ;ay .e4 t)ere is no attem&t even4 .ecause success is seen as im&ossi.le. 5)e stress condition remains. If one 3ere to c)art t)e level of stress and t)e level of effort &ut in to 3or64 it 3ould .e an inverted &ara.ola. EuStress 3ould .e in t)e ascending left side of t)e &ara.ola. 5)e c)allenge 3ould .e

252

maximum at t)e )um&. 5)e latter )alf on t)e rig)t side re&resents ?istress. 5)e &ro.lems of stress are caused .y ?istress4 not .y EuStress. EuStress is necessary for t)e &erson to .e fully alert4 for all )is faculties to come into &lay to face t)e situation. Eor exam&le4 a goal6ee&er in foot.all or )oc6ey 3ill .e totally relaxed 3)en t)e .all is at t)e ot)er end of t)e ground4 .ut .ecomes extremely alert as t)e .all moved to3ards )im. =is .ody stiffens4 t)e eyes .egin to .ulge4 focusing on t)e .all and t)e movement of t)e &layers4 &ic6ing u& t)e slig)test of movements and every nerve and muscle ready to res&ond to t)ose movements. 5)at is EuStress4 3it)out 3)ic) t)e goal6ee&er cannot .e at )is .est. So also4 t)e .atsman in cric6et ex&eriences EuStress 3)en t)e .o3ler is on t)e run4 and .y t)e tennis &layer 3)en t)e .all is a.out to .e served at t)e ot)er end. Certain Statistics that s"pport common belief abo"t stress& Statistics from a recent glo.al stress researc) study s)o3 t)at increased stress is felt 3orld3ide4 and stress affects 3omen differently t)an menD

1 recent >o&er Starc) Corld3ide survey of 3"4""" &eo&le .et3een t)e ages of 13 and #5 in 3" countries s)o3edD

Comen 3)o 3or6 full2time and )ave c)ildren under t)e age of 13 re&ort t)e greatest stress

3orld3ide

Nearly one in four mot)ers 3)o 3or6 full2time and )ave c)ildren under 13 feel stress almost

every day

$lo.ally4 23I of 3omen executives and &rofessionals4 and 1,I of t)eir male &eers4 say t)ey

feel Bsu&er2stressedB 2#2

Stress ' its Characteristics Stress is ph(sical C)en t)e goal6ee&er or t)e .atsman or t)e tennis &layer ex&eriences Eustress4 t)ere are c)anges in t)e &)ysical system. 5)e muscles .ecome tense. 5)e eyes .ecome s)ar&er. C)en one is under severe distress4 as in t)e case of 1r%una in Juru6s)etra4 t)e &erson s3eats4 t)e .ody .ecomes 3ea6 and loses strengt). Study of stress s)o3s t)at t)e res&onse is t)e same 3)et)er it is Eustress or ?istress4 exce&t t)at t)e degree varies. 5)e res&onse is called t)e Eig)t or Elig)t res&onse. C)en one senses danger4 one is tem&ted to eit)er stand or fig)t to 3ard off t)e danger or run a3ay ( Elig)t. 5)e .ody conditions itself for eit)er event4 automatically4 causing c)anges in t)e normal secretions of )ormones and ot)er c)emicals4 3it)dra3ing from activities t)at are less im&ortant and diverting to activities t)at s)ould )ave )ig)er &riority in t)at situation.. Eood is less im&ortant. 5)e muscles need more energy and t)erefore t)e .lood carries su.stances to t)e muscles4 diverting t)em from t)e stomac). ;ore oxygen t)an normal is re*uired. 5)erefore4 t)e .reat)ing .ecomes faster4 t)e )eart.eat rate increases4 and t)e .lood vessels dilate to carry more oxygen. 5)e liver releases more stored energy. 5)e eyes and ears .ecome more acutely sensitive to t)e sensations from outside. 5)e .ody is &rogrammed to reverse t)ese c)anges4 and revert to normal4 3)en t)e t)reat disa&&ears. If )o3ever4 one remains in a continuous state of stress4 3it)out .ecoming normal4 t)e c)anged conditions tend to remain &ermanent4 li6e a ru..er .and loses its elasticity 3)en )eld extended for a long time. 5)ese a.normal conditions manifest as diseases and one suffers from )ig) .lood &ressure4 cardiac disorders4 &e&tic ulcers4 insomnia4 consti&ation4 fatigue4 colitis4 6idney &ro.lems4 etc. -e)aviorally4

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t)ey lead to a.senteeism4 alco)olism4 use of drugs4 marital dis)armony and so on4 3)ic) are .ot) organi!ationally and socially4 undesira.le. )"mero"s common health problems are lin*e$ to stress&

5)e leading six causes of deat) in 3orld3ideD )eart disease4 cancer4 lung ailments4 accidents4

cirr)osis of t)e liver4 and suicide originate from stress.

Immune res&onse and deficiency ;emory loss .esity

Stress is ps(cholo%ical Stress is ex&erienced 3)en one &erceives a t)reat and t)e fig)t or flig)t res&onse is called for. 5)is &erce&tion is an inter&retation t)at one ma6es 3it)in oneself4 of t)e external factors. C)en one sees a dog on t)e street .aring its teet)4 one may eit)er get frig)tened or remain calm. -ot) frig)t and calmness are &syc)ological reactions. 5)e c)oice is oneAs o3n and is not dictated .y t)e dog. 5)is c)oice is made4 largely unconsciously4 on t)e .asis of oneAs .eliefs a.out dogs in general4 3)at one )as )eard a.out ra.ies .eing caused .y dog .ites4 3)at one sees a.out t)e c)aracteristics of t)e dog in *uestion at t)at time4 oneAs &redilections to3ards animals4 and so on. C)en one .ecomes anxious in a situation4 t)e situation does not create any anxiety. C)at one t)in6s a.out t)e situation creates t)e anxiety. If one is confident of tac6ling t)e situation4 t)ere is no anxiety. 5)erefore4 t)e level of stress is caused .y oneAs o3n &erce&tion of oneAs ca&a.ility to co&e 3it) t)e situation. 5)us4 stress is a &syc)ological res&onse4 de&ending u&on oneAs level of fear4 confidence4 2+2

anxiety4 anger4 )urt4 etc. 5)e &)ysical res&onse is an automatic se*uel to oneAs &syc)ological condition. 5)e &)ysical c)anges de&end on t)e extent of fear or confidence etc. 5)erefore4 t)e management of stress essentially is in t)e control one )as on oneAs emotions. Stressors Stress is not caused .y any external factor. neself creates it4 .y t)e 3ay one t)in6s a.out t)e external

factors. 0et t)ere are situations4 in 3)ic) most &eo&le tend to get stressed. 5)ese are called stressors. In &ersonal life4 deat) of a close relative is a stressor. 1n im&ortant test in life4 li6e a final examination@ a transfer of residence@ se&aration due to marriage4 divorce or c)ange of %o.@ difficult financial demands@ serious illness@ li6eli)ood of un&leasant secrets .ecoming revealed@ are common stressors. =aving to 3elcome and entertain im&ortant visitors or )aving to deliver a s&eec) for t)e first time4 also cause considera.le stress. 1t 3or64 t)e follo3ing may .e stressors.

Needs not met. 5)ese could .e needs for &o3er4 for fulfillment4 for use of 6no3ledge Not .eing included .y ot)ers as &art of a grou& you 3ant to .elong to Not .eing recogni!ed or valued for oneAs com&etence Eeeling t)at one is not ade*uate for t)e tas64 &articularly 3)en com&ared to some one else -eing denied 3)at is due 7re3ards4 3or69 ;onotony or .oredom Not )aving enoug) freedom at 3or64 .eing closely su&ervised Ine*uity in re3ards4 assignments 2,2

8ery little o&&ortunity for gro3t) 5oo muc) of 3or64 overload 5oo little 3or64 .oredom Inade*uate resources to do t)e assigned 3or64 creating &ossi.ilities of failures Conflict in values at 3or64 .eing re*uired to do 3)at one does not li6e to do 5oo many and conflicting demands at 3or6 from t)e role set >es&onsi.ilities not clear4 am.iguity on 3)at is ex&ected Knderstanding4 un&redicta.le4 tem&eramental .oss Ne3 unfamiliar 3or6 -eing .lamed n close analysis4 it 3ill .e found t)at all of t)e a.ove situations are4 in some 3ay or ot)er4 causing

&erce&tions of &ossi.le failure at 3or6 or non2recognition and conse*uent loss of self2esteem. 5)e Eollo3ing are t3o ty&es of stress &atterns t)at exist in daily lifeD

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Eigure

5)e

Stress

Patterns

5)e =ealt)y Pattern recogni!es t)at 3e can )el& our .odies to co&e 3it) t)e stress ad%ustment &rocess .y a&&lying a &ositive strategy4 suc) as leisure4 relaxation4 a vacationFtri&4 exercise and ot)ers. 5)is restores a )ealt)y stress level.

5)e Crisis Pattern develo&s 3)en 3e fail to recogni!e t)e signals t)at t)e .ody sends and t)erefore 3e continue to stress ourselves until eventually 3e dro& and enter a dee& negative state 7crisis9 and t)en &)ysical andFor &syc)ological .rea6do3n.

+e,el of stress 5)ere are four .asic levels of stress sym&toms. 5)e first is t)e normal initial res&onse and is c)aracteri!ed .y increased )eart .eat rates4 increased .lood &ressure4 dilation of &u&ils4 s3eat in &alms and reduced activity in t)e stomac).

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1t t)e second level4 t)ere is more irrita.ility4 stuttering and stammering4 difficulty in concentrating4 restlessness4 lac6 of a&&etite and tendency to increased smo6ing or drin6ing for t)ose so )a.ituated. 1t t)e t)ird level4 t)ere 3ould .e more )eadac)es4 stomac) ac)es4 diarr)oea4 s3eating4 insomnia4 de&ression etc. 5)e fourt) level 3ould .e c)aracterised .y ulcers4 stro6e4 alco)olism4 drug addiction4 &syc)osis etc. rgani!ation stress is a state or condition indicated .y t)e degree of discre&ancy .et3een organi!ational demands and organi!ational ca&acityB 7=aas L ?ra.e6 1,'39. 1 disaster can act as a catalyst for organi!ation stress4 and su.se*uent 3or6er stress. 5)e .oo6 3ritten .y t)e a.ove2 mentioned &eo&le revie3s t)e literature relating to t)e sociological conce&t of organi!ation stress4 outlining t)e nature of t)e condition and its t)eoretical causes 3it)in t)e disaster setting. Eollo3ing a discussion of t)e conce&t of organi!ation stress t)e .oo6 discusses organi!ational &erce&tion of stress4 organi!ation co&ing mec)anisms for disaster im&act4 and organi!ational ada&tation to disaster2induced stress.

-ERS.)E+ STRESS Ca"ses of personal stress&

$ro3ing &syc)ological demands &roductivity demands increase and 3or6 longer )ours. 5)e need to gat)er and a&&ly gro3ing amounts of information. Mo. insecurity

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?emogra&)ic c)anges suc) as aging 3or6ers4 female &artici&ation in t)e 3or6force4 and t)e

integration of a gro3ing &o&ulation of et)nic and racial minorities into t)e 3or6&lace

5)e need for .ot) men and 3omen to .alance o.ligations .et3een 3or6 and family as 3omen

enter t)e 3or6force 3orld3ide. How Can stress be eliminated from an individuals life?

1s it is seen4 &ositive stress adds antici&ation and excitement to life4 and every.ody t)riveAs under a certain amount of stress. ?eadlines4 com&etitions4 confrontations4 and even frustrations and sorro3s add de&t) and enric)ment to &eo&leAs lives. neAs goal s)ould not .e to eliminate stress .ut to learn

)o3 to manage it and )o3 to use it to )el& us. Insufficient stress acts as a de&ressant and may leave a &erson feeling .ored or de%ected@ on t)e ot)er )and4 excessive stress may leave us feeling Btied u& in 6nots.B C)at needs to .e done is to find t)e o&timal level of stress 3)ic) 3ill individually motivate .ut not over3)elm everyone. How Can the optimal level of stress be identified by an individual?

5)ere is no single level of stress t)at is o&timal for all &eo&le. Every individual )as uni*ue re*uirements. 1s suc)4 3)at is distressing to one may .e a %oy to anot)er. 1nd even 3)en it is agreed t)at a &articular event is distressing4 different individuals are li6ely to differ in t)eir &)ysiological and &syc)ological res&onses to it. 5)e &erson 3)o loves to ar.itrate dis&utes and moves from %o. site to %o. site 3ould .e stressed in a %o.4 3)ic) 3as sta.le and routine4 3)ereas t)e &erson 3)o t)rives under sta.le conditions 3ould very li6ely .e stressed on a %o. 3)ere duties 3ere )ig)ly varied. 1lso4 &ersonal stress re*uirements and t)e amount 3)ic) a &erson can tolerate .efore )eFs)e .ecomes distressed c)anges 3it) )isF)er ages.

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It )as .een found t)at most illness is related to unrelieved stress. If some.ody is ex&eriencing stress sym&toms4 t)at &erson )as gone .eyond t)e o&timal stress level@ t)at &erson needs to reduce t)e stress in )isF)er life andFor im&rove )isF)er a.ility to manage it. How Can an individual manage Stress Better?

Identifying unrelieved stress and .eing a3are of its effect on our lives is not sufficient for reducing its )armful effects. Must as t)ere are many sources of stress4 t)ere are many &ossi.ilities for its management. =o3ever4 all re*uire 3or6 to3ard c)angeD c)anging t)e source of stress andFor c)anging our reaction to it. =o3 does one &roceedN /. 0ecome a#are of (o"r stressors an$ (o"r emotional an$ ph(sical reactions. Notice your distress. ?onGt ignore it. ?onGt gloss over t)e &ro.lems. ?etermine 3)at events distress you. C)at are you telling yourself a.out meaning of t)ese eventsN ?etermine )o3 your .ody res&onds to t)e stress. ?o you .ecome nervous or &)ysically u&setN If so4 in 3)at s&ecific 3aysN 1. Reco%ni2e #hat (o" can chan%e. Can you c)ange your stressors .y avoiding or eliminating t)em com&letelyN Can you reduce t)eir intensity 7manage t)em over a &eriod of time instead of on a daily or 3ee6ly .asis9N

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Can you s)orten your ex&osure to stress 7ta6e a .rea64 leave t)e &)ysical &remises9N Can you devote t)e time and energy necessary to ma6ing a c)ange 7goal setting4 time management tec)ni*ues4 and delayed gratification strategies may .e )el&ful )ere9N

3. Re$"ce the intensit( of (o"r emotional reactions to stress. 5)e stress reaction is triggered .y your &erce&tion of danger...&)ysical danger andFor emotional danger. 1re you vie3ing your stressors in exaggerated terms andFor ta6ing a difficult situation and ma6ing it a disasterN

1re you ex&ecting to &lease everyoneN 1re you overreacting and vie3ing t)ings as a.solutely critical and urgentN ?o you feel you must al3ays &revail in every situationN Cor6 at ado&ting more moderate vie3s@ try to see t)e stress as somet)ing you can co&e 3it) rat)er t)an somet)ing t)at over&o3ers you. 5ry to tem&er your excess emotions. Put t)e situation in &ers&ective. ?o not la.or on t)e negative as&ects and t)e B3)at ifGs.B 4. +earn to mo$erate (o"r ph(sical reactions to stress. Slo34 dee& .reat)ing 3ill .ring your )eart rate and res&iration .ac6 to normal. >elaxation tec)ni*ues can reduce muscle tension. Electronic .iofeed.ac6 can )el& you gain voluntary control over suc) t)ings as muscle tension4 )eart rate4 and .lood &ressure.

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;edications4 3)en &rescri.ed .y a &)ysician4 can )el& in t)e s)ort term in moderating your &)ysical reactions. =o3ever4 t)ey alone are not t)e ans3er. /earning to moderate t)ese reactions on your o3n is a &refera.le long2term solution.

5. 0"il$ (o"r ph(sical reser,es. Exercise for cardiovascular fitness t)ree to four times a 3ee6 7moderate4 &rolonged r)yt)mic exercise is .est4 suc) as 3al6ing4 s3imming4 cycling4 or %ogging9.

Eat 3ell2.alanced4 nutritious meals. ;aintain your ideal 3eig)t. 1void nicotine4 excessive caffeine4 and ot)er stimulants. ;ix leisure 3it) 3or6. 5a6e .rea6s and get a3ay 3)en you can. $et enoug) slee&. -e as consistent 3it) your slee& sc)edule as &ossi.le. 6. Maintain (o"r emotional reser,es. ?evelo& some mutually su&&ortive friends)i&sFrelations)i&s. Pursue realistic goals 3)ic) are meaningful to you4 rat)er t)an goals ot)ers )ave for you t)at you do not Ex&ect some frustrations4 failures4 and s)are. sorro3s.

1l3ays .e 6ind and gentle 3it) yourself 22 .e a friend to yourself.

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5o manage t)e stress in your life4 ex&erts offer several strategiesD

Eour ty&es of regular exercise are recommended. ;editation4 imagery or .reat)ing exercises allo3 an individual to relax mentally and

&)ysically.

8arious massage tec)ni*ues can &romote relaxation4 im&rove circulation and relieve tension.

;assages .enefit .ot) emotional and &)ysical )ealt).

Commit to ma6ing &)ysical exercise a &art of your daily routine4 find a noncom&etitive &artner4

)ave fun and c)ange your routine to 6ee& it interesting.

Stress management consultant /oretta /a>ouc)e recommends ta6ing time to find )umor in ne of )er suggestions is to start a )umor .ox. Eill it 3it) silly guises4 cartoons4 funny

every day life.

stories andFor favorite )umorous videos. $o to t)is .ox 3)en you are feeling stressed.

Practicing )ealt)y eating )a.its can reduce stress. Plan meals .ased on KS?1As Eood Pyramid. ;aintain .alanceD find time for 3or6 and &lay.

Stress is a fact of life. 5)e .est 3ay to confront t)is fact is t)roug) management.

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.R7A)ISATI.)A+ STRESS 5)ere is a considera.le cost to &eo&le4 in .ot) )uman and financial terms4 in 3or6ing in an un)ealt)y stressful environment. It is t)erefore in t)e interest of all leaders and managers to create )ealt)y 3or6&laces. C)at is commonly referred to as Gorgani!ational stressG may .e said to .e caused .y a dysfunctional culture. C)ere mem.ers of an organi!ation s)are a negative vie3 of t)at organi!ation4 t)ey are not li6ely to .e motivated to &erform 3ell. n t)e contrary4 t)ey may feel t)at 3or6 is not 3ort)3)ile and t)at t)ere is little &oint in &ursuing &ersonal or organi!ational o.%ectives or desires. 5)e result may .e a serious loss of self2esteem and 3)en t)is condition &revails t)is 3ill .e ex&erienced as stress. Some of t)e conse*uences of stress )ave .een identified asD >educed &roductivity

/ac6 of creativity Mo. dissatisfaction

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Increased sic6 leave Premature retirement 1.senteeism 1ccidents rgani!ational .rea6do3n

5)ere are many 3ays in 3)ic) organi!ational culture 3ill manifest itself in a dysfunctional 3ay. Eor exam&le4 t)e un)el&ful and dysfunctional division .et3een GusG and Ht)emA4 3)ic) may .e &er&etuated4 .y .ot) senior managers and t)ose at ot)er levels of an organi!ation in a collusive manner. 1 division4 3)ic) results in a lac6 of &ro&er communication and a sort of G.lamingG culture. 1ddressing t)ese matters is difficult 3or64 3or6 t)at cannot .e ade*uately dealt 3it) .y managers or internal consultants .ecause t)ey are &art of t)e culture@ &art of t)e )ierarc)y4 and su.%ect to t)e aut)ority structure of t)e organi!ation. =o3ever4 t)is is not t)e total extent of t)e needs regarding organi!ational stress. 5)ere is also a need for a Stress ;anagement Strategy t)at t)roug) various a&&roac)es 3ill4 in its entirety4 &rovide for t)e needs of t)e organi!ation.

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+e,el Aims 1 2 3 4 5 5reat casualties ?etect ot)er cases Increase a3areness 5eac) S6ills Im&rove Culture

Responsibilit( ccu&ational =ealt) Professionals ;anagersF ccu&ational =ealt) Professionals ;anagers4 5raining4 ccu&ational =ealt) 5raining4 ccu&ational =ealt) Senior ;anagement 5eam

The Stress responsibilit( Table

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Suc) a strategy 3ould address t)e follo3ing sort of issuesD 5)e first four actions are as essential as t)e last. Internal staff t)at )as t)e 6no3ledge4 s6ills can develo& all t)ese and a.ility to ensure t)at 3)at is &rovided is as good as any3)ere else. 5)ere may .e .enefit from em&loying outside assistance to consult to t)e &rocess .ut .asically t)e ex&erts in t)e field are in t)e organi!ation. 5)e real &oint is t)at t)is sort of strategy s)ould .e seen as a total &ac6age. Cit)out addressing t)e issue of culture t)e organi!ation 3ill not ac)ieve t)e desired effective activities in t)e areas identified at 1 2 4 a.ove. E*ually4 it could .e ensured t)at t)e organi!ation )ad a 3onderful culture .ut 3it)out t)e ot)er activities t)ere 3ould .e no service availa.le to mem.ers of t)e organi!ation. Mana%in% Stress Stress cannot .e avoided. It s)ould not .e avoided. Cit)out stress4 t)ere 3ill .e no attem&t to try t)e difficult. ne 3ill give u& muc) too easily. ne 3ill not succeed in doing even 3)at one is easily

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ca&a.le of4 .ecause even t)e normal faculties 3ill not come into &lay 2 li6e t)e goal6ee&er4 if )e remained relaxed even at t)e last minute. 5)ere are t3o as&ects to ta6e care of in managing stress. ne is t)at one s)ould not develo& stress to

t)e &oint t)at one .ecomes non2functional li6e 1r%una laying do3n )is arms. 5)e second is to try to get .ac6 to normal as *uic6ly as one can and not continue to .e in a state of stress for too long. 5)e former is ac)ieved essentially .y an attitude t)at is develo&ed .y rational t)oug)ts. 5)e first is to reali!e t)at oneAs &erce&tions often distort t)e reality. 5)e situation may not .e as .ad as it may seem to .e. 5)e second is to understand t)at a failure is not an unmitigated disaster. It is not &ossi.le to succeed all t)e time. It is not even necessary to succeed all t)e time. ne failed effort does not mean

t)at t)e &erson is no good. No.ody )as succeeded 3it)out many losses. Even Corld c)am&ions sometimes lose a first round matc) to an unseeded &layer. ;arconi and 5)omas 1lva Edison succeeded in t)eir inventions after many attem&ts t)at failed. 5)ey sa3 failures as o&&ortunities to learn. 5)e t)ird is to recogni!e t)at 3orry and anxiety 3ill not modify t)e situation4 .ut 3ill only distur. oneAs &eace of mind and )ealt). If one 3atc)es &assengers at air&orts and rail3ay stations4 one 3ill find )o3 some of t)em remain *uite relaxed and even slee&ing 3)ile ot)ers are continuously ma6ing en*uiries from officials a.out extent and causes of delays. Suc) constant en*uiries only irritate4 .ut do not ex&edite solutions. 5)ey add to stress of self and of ot)ers. 1not)er very valid conce&t is 3)at is &ostulate in t)e $ita. 0ou can only do. 5)e results are not in your )ands. 5)e results4 called failures or successes are in t)e future. ne does not )ave control on t)e future. ne can ac*uire some control on t)e &resent and t)at is 3)at one does. 1lso t)e success or

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failure does not de&end only on 3)at one does. ;any ot)er factors im&inge. 5)erefore4 t)e $ita &ro&oses4 do your duty and do not 3orry a.out 3)at t)e conse*uences or fruits may .e. nly t)oug)ts a.out t)e &ossi.le desira.ility of t)e fruits cause anxieties. ;ot)er 5eresa )ad ex&ressed t)e same t)oug)t4 3)en s)e is re&orted to )ave said to t)e industrialist ;r. M.>.?.5ata4 :C)y are you 3orrying a.out &overtyN 0our 3or6 is to o&en more industries4 give more em&loyment to &eo&le and leave t)e rest to $od.< 1 situation t)at causes stress is a &ro.lem situation. 5)e solution needs generating managerial o&tions. Peo&le lose tem&ers and a.use officials as a result of stress. None of t)ese solve t)e &ro.lems t)at may exist. Pro.lem2solving needs calm4 clear4 analytical t)in6ing. Clarity of t)oug)t and analysis im&roves 3it) EuStress and deteriorates 3it) ?iStress. ;anagerial alternatives and o&tions 3ill .e seen 3)en one His concernedA 3it) t)e matter4 not 3)en one is HanxiousA. 13areness t)at not)ing 3ill .e &erfect and t)at anyt)ing t)at can go 3rong 3ill go 3rong4 )el&s to co&e 3it) t)e stress situations. Peo&le 3)o demand of t)em Excellence al3ays4 are li6ely to develo& )ig) stress. Perfection is not necessary. It may also not .e &ossi.le. Satisfying is often t)e only availa.le o&tion. 1t 3or6 one must learn to delegate. ;any &eo&le .elieve t)at t)ey alone can do certain tas6s. 5)e golden rule is to ma6e t)is statement invalid as *uic6ly as &ossi.le. Stress is only one reason for doing so. 5)e &ositive outcomes are many. 1s one rises in t)e )ierarc)y4 it 3ould .e im&ossi.le to do all t)e %o.s t)at )ave to .e done. ne needs to &ass on to ot)ers. 5ime s&ent in ma6ing t)is )a&&en4 is good ne only )as to get oneAs mind

investment for t)e future. $etting .ac6 to normal is relatively easy.

into a condition in 3)ic) t)ere is no stress. 1ny &leasant activity 3ill ma6e t)is &ossi.le. =o..ies )el&. 5)e &ractice of 0oga is excellent to relax oneAs .ody and mind. Stress is relieved 3)en one can

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s)are oneAs t)oug)ts and feelings 3it) someone else. $ood tunes and ragas4 li6e in .)a%ans and g)a!als4 )ave t)e ca&acity to soot)e oneAs nerves4 even if one is not listening. .r%ani2ational Stress Mana%ement rgani!ational Stress ;anagement aims at &reventing and reducing stress for .ot) t)e individual em&loyee and t)e organi!ation or com&any. 5)e 5raining Pac6age offers you eig)t detailed sessions for stress management training grou&s in your 3or6&lace. 5)ese include eig)t relaxation exercises on audio cassette ta&es4 toget)er 3it) training in relaxation4 .reat)ing and cognitive2.e)avioral tec)ni*ues. Ce also &rovide &ractical training in t)e management of many 3or6&lace stressors. 5)e Stress ;anagement sessions &rovide em&loyees 3it) t)e o&&ortunity to tac6le ma%or stressors using tec)ni*ues from Pro.lem Solving 5)era&y. Ce also &rovide researc) notes 3it) eac) session giving you in2de&t) .ac6ground information on t)e &ro.lems of 3or62&ace stress4 toget)er 3it) ste&2.y2ste& &resentations of related t)era&ies of &articular value in t)e treatment of stress at 3or6.

Abo"t 7o$re8

Everyday4 every Indian encounters t)e H$odre%A name sometime some3)ere. 1 &erson may .egin t)e day .at)ing 3it) a $odre% soa&4 s)aving 3it) a $odre% s)aving cream4 storing clot)es in a $odre%

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Store3ell cu&.oard4 coo6ing food in a $odre% coo6ing oil and &reserving it in a $odre% refrigerator. ;oney and valua.les are 6e&t in a $odre% safe4 3or6 is done on a $odre% com&uter or ty&e3riter 3)ile sitting on a $odre% c)air and drin6ing a $odre% fruit drin6. 0et fe3 6no3 a.out t)e indomita.le s&irit of t)e man res&onsi.le for ma6ing $odre% a )ouse)old name 2 1rdes)ir $odre%.4 a &ioneer 3)o &roduced *uality &roducts and ca&tured mar6ets. Innovation )as .een t)e 6ey. It is t)is s&irit t)at )as .uilt $odre% and carried it for a )undred years. 5a6ing it into diverse industries ranging from cu&.oards to soa&s4 )air dyes to edi.le oils4 and &ac6aged foods to refrigerators. In recent years several &artners)i&s )ave .een formed 3it) international giants li6e $eneral Electric4 Pills.ury4 Eis6ars and Sara /ee4 .ringing $odre% mem.ers)i& in t)e $lo.al village t)at 3ill carry it for3ard into t)e 21st century. $odre% )as al3ays .een a crusader for a .etter 3orld 3it) &rograms t)at .enefit endangered forests4 3ild life and mangroves. Every year t)e Piro%s)a $odre% Eoundation dedicates funds to3ards &romoting education4 )ousing4 social u&liftment4 conservation4 &o&ulation management and relief of natural calamities. $odre% Consumer Products /td.7$CP/9 is a ma%or &layer in t)e Indian E;C$ mar6et 3it) leaders)i& in &ersonal4 )air4 )ouse)old and fa.ric care segments. 5)e com&any em&loys ,5" &eo&le and )as t)ree state2of2t)e2art manufacturing facilities at ;alan&ur 7;.P.9 $u3a)ati 71ssam9 and Silvassa 7K.5.9. 5)eir main focus is on &roviding t)eir customers 3it) innovative4 value for money solutions for meeting t)eir daily needs and im&roving t)e *uality of t)eir life. 5)is is ac)ieved t)roug) t)e .rands t)e com&any mar6ets. Ce are among t)e largest mar6eter of toilet soa&s in t)e country 3it) leading .rands suc) as CIN5= /4 E1I>$/ C4 and $ ?>EM N 1. 5)eir E1I>$/ C .rand4 IndiaGs first

Eairness soa&4 )as created mar6eting )istory as one of t)e most successful innovations.

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5)ey are t)e leader in t)e )air color category in India and )ave a vast &roduct range from C / K>S E5 /IOKI? =1I> C / K>S@ $ ?>EM /IOKI? L P C?E> =1I> ?0ES to $ ?>EM JES= J1/1 I/ .ased =air ?yes. 5)eir /i*uid ?etergent .rand EPEE is t)e mar6et leader in its category. 5)ey are also t)e &referred su&&lier for contract manufacturing of toilet soa&s .y some of t)e most 3ell 6no3n .rands in t)e country. 5)ey are su&&orted in t)eir endeavor .y a state2of2t)e2art >esearc) Centre .ased in ;um.ai. 5)eir *uality &roducts )ave .een received very 3ell in t)e international mar6et and t)ey are &resent in many countries across t)e 3orld.

The 9-re :Stress Mana%e$; 7o$re8D

Mo.2related stress is &articularly li6ely to .ecome c)ronic .ecause it is suc) a large &art of daily life. 1nd4 t)us stress in turn 3as reducing 3or6er effectiveness .y im&airing concentration4 causing slee&lessness4 and increasing t)e ris6 for illness4 .ac6 &ro.lems4 accidents4 and lost time. It 3as leading to )arassment or even violence 3)ile on t)e %o. in some cases. 1t its most extreme4 stress t)at &laces suc) a .urden on t)e )eart and circulation may .e fatal. 5)e stress &ro.lems 3ere affecting t)e overall 3or6ing of t)e organi!ation. Stressed em&loyees 3ere not a.le to give t)eir 1""I to t)e organi!ation and t)eir interest in office 3or6 3as also de&leting. 5)e com&any could not afford t)is since its toug)est com&etitor =// 7=industan /ever /td.9 3as catc)ing u& 3it) it. 5)e management 3as also getting ne3s a.out em&loyee dissatisfaction4 t)an6s mainly to t)e internal gra&evine.

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Tra$itional Stress Mana%ement Techni<"es&=

1s *uoted .y ;r.-)aroi64 &reviously4 $odre% did not )ave &rominent Stress ;anagement 5ec)ni*ues in &lace. -ut4 recently after t)e results of t)e :Em&loyee Stress Survey<4 conducted .y t)e => de&artment of t)e organi!ation 3ere &rinted in t)e com&anyAs o3n &eriodical4 t)e to& level management seriously considered doing somet)ing a.out em&loyee stress &ro.lems.

0rief Res"lts of the 9Emplo(ee Stress S"r,e(;& =

Eirst4 no single met)od is uniformly successfulD a com.ination of a&&roac)es is generally

most effective.

Second4 3)at 3or6s for one &erson does not necessarily 3or6 for someone else. 5)ird4 stress can .e &ositive as 3ell as negative. 1&&ro&riate and controlla.le stress

&rovides interest and excitement and motivates t)e individual to greater ac)ievement4 3)ile a lac6 of stress may lead to .oredom and de&ression.

Einally4 stress may &lay a &art in ma6ing &eo&le vulnera.le to illness. 1 &)ysician or

&syc)ologist s)ould .e consulted if t)ere are any indications of accom&anying medical or &syc)ological conditions4 suc) as cardiac sym&toms4 significant &ain4 anxiety4 or de&ression. .ther .bser,ations& = 1 )ealt)y lifestyle is an essential com&anion to any stress2reduction &rogram. $eneral )ealt) and stress resistance can .e en)anced .y a regular exercise4 a diet ric) in a variety of 3)ole grains4 vegeta.les4 and fruits4 and .y avoiding excessive alco)ol4 caffeine4 and to.acco. Exercise in com.ination 3it) stress management tec)ni*ues is extremely im&ortant. Stress itself &oses significantly less danger to overall )ealt) in t)e &)ysically active individual. 5)e )eart and circulation

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are a.le to 3or6 )arder for longer stretc)es of time4 and t)e muscles4 ligaments4 .ones4 and %oints .ecome stronger and more flexi.le. Cognitive2.e)avioral met)ods are t)e most

effective 3ays to reduce stress. 5)ey include identifying sources of stress4 restructuring &riorities4 c)anging oneGs res&onse to stress4 and finding met)ods for managing and reducing stress. 5)is a&&roac) may .e &articularly )el&ful 3)en t)e source of stress is C)ronic &ain or ot)er c)ronic diseases.

S"%%estions to emplo(ees& =

Esta.lis) or reinforce a net3or6 of friends at 3or6 and at )ome. >estructure &riorities and eliminate unnecessary tas6s. /earn to focus on &ositive outcomes. If t)e %o. is unendura.le4 &lan and execute a career c)ange. Send out resumes or 3or6 on

transfers 3it)in t)e com&any. Mo$ern .r%ani2ational Stress mana%ement Techni<"es&= 5)e organi!ation )as no3 found out 3)at 3as missing in em&loyee 3elfare. No3 stress surveys are .eing conducted every mont) to see 3)at 6ind of stress does a lo3er level em&loyee undergoN t)er t)an t)e normal measures t)e organi!ation conducts yoga sessions t3ice a 3ee6 for its em&loyees for relaxation &ur&oses. ;easures ta6en to im&rove t)e situationD 1 stress management com&any 3as )ired to loo6 into t)e matter and suggest and im&lement t)e .est remedial measures &ossi.le4 in con%unction 3it) t)e com&anyAs =uman >esources ?e&artment.

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5)e stress management com&any t)oug)t it 3as .est to conduct a course and t)e follo3ing are some of its fine &ointsD

Partici&ants meet 3ee6ly for eig)t ,"2minute classes. 5)e com&anyGs )uman resources de&artment and t)e availa.ility of t)e PPS; staff 3ill

determine course sc)edule.

Preliminary meetings 3it) t)e com&anyGs )uman resource de&artment4 managers and

em&loyees to &rovide information to tailor t)e &rogram to .est meet t)e cor&orate needs.

K& to four #"2minute introductory lectures4 or as re*uested4 to descri.e t)e &rogram to &otential

&artici&ants are conducted.

1ll class materials are &rovided including t3o text.oo6s4 additional reading materials4

customi!ed study manuals4 and tailored audio cassettes develo&ed to meet t)e com&anyGs identified needs.

5)e o.%ective outcomes of significance to em&loyee satisfaction and &erformance are measured

.y develo&ing &re L &ost training assessments in &artners)i& 3it) t)e com&anyAs =uman >esources ?e&artment.

0enefits&

=a&&ier and )ealt)ier staff means .etter &erformance and increased efficiency and &roductivity. ?rastically reduced stress2related staff &ro.lems -etter communication 3it) customers4 co23or6ers4 managers4 family mem.ers and friends 2 2, 2

?ecreased staff a.senteeism and sic6ness =ig)er morale amongst staff Kni*ue and excellent team .uilding environment >educe stress caused .y re&etitive tas6s and s)ift 3or6 >educed staff turnover and im&roved motivation Increased %o. satisfaction4 creativity and ca&acity.

C.)C+USI.)

5)e Euture of :Stress ;anagement< is very .rig)t. ;ore and more com&anies today are o&ting for stress management to o&timi!e em&loyee &erformance. Com&anies today )ave reali!ed t)at 6ee&ing t)eir em&loyees )a&&y and free of stress motivates t)e em&loyee to give more t)an a 1""I to t)e organi!ation. 1ll ma%or com&anies in t)e country as 3ell as a.road are im&lementing stress management measures to get t)e .est out of t)eir em&loyees and t)e organi!ation. 1s a3areness among different com&anies for managing stress )as increased considera.ly4 so )ave different stress management tec)ni*ues. C)ile some com&anies &refer to im&lement t)e traditional stress management tec)ni*ues4 some ot)ers )ave o&ted for t)e modern tec)ni*ues to suit t)eir needs.

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5)us4 it can .e safely stated t)at : Stress Mana%ement< )as .ecome one of t)e most critical factors in an organi!ationAs 3or6ing today and it 3ill gain more im&ortant as t)e mar6et .ecomes more and more com&etitive.

0I0+I.7RA->Y&=

S.URCES 0oo*s& /. ?onAt s3eat t)e small stuff. 2 >ic)ard Carlson. 1. Strategic Stress ;anagement. 2 8alerie M. Sut)erland L 3. ;anaging Stress. 2 ?onald =. Ceiss. Cary /. Coo&er.

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Articles& /. =o3 to co&e 3it) fear L stress. 2 >eaderAs ?igest. 1. Stress -usters. 2 ;idday 3. C)y Comen are more stressed t)an ;en. 2 ;idday 4. $oofy no3. 2 =ealt) L Nutrition 5. ;anaging Stress. 2 5imes of India 7Education 5imes9

Websites& /. 1. 3. 4. 5. 333.mindtools.com C33.ivf.comFstress.)tml )tt&DFF333.stressti&s.comFstressQarticle.)tm )tt&DFF333.cs.s%u.eduFacademicadvisingF)el&Fstresmgt.)tml )tt&DFF333.&sy333.comFmtsiteFsmsymstr.)tml

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