EFFECT OF STRESS ON EXECUTIVE PERFORMANCE Soft Tech

A Project Report
ON
EFFECT OF STRESS ON EXECUTIVE PERFORMANCE
IN
SAT INFOTECH LTD
By
M. Maheshwari
HTNo: 098-06-0121
Project submitted in partial fulfillment for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION
by
Osmania University, Hyderabad -500007
ANNEXURE I
DECLARATION
I hereby declare that this Project Report titled EFFECT OF STRESS ON

EXECUTIVE PERFORMANCE submitted by me to the Department of
Business Management, O.U., Hyderabad, is a bonafide work undertaken by

me and it is not submitted to any other University or Institution for the
award of any degree diploma/ certificate or published any time before.
Name and Address of the Student
Signature of the Student
M.Maheshwari
Flat no 506 , KK Madduri Mansion
Kothapet, Hyderabad
Abstract
2
Stress as a nonspecific response of the body to any demand. The

pioneers of stress research categorized all stress as negative or bad.
Today, we understand that stress is anything in the environment that
causes us to adapt, and that a stressful situation can be either
happy/positive or sad/negative
We also understand that stress isn't limited to what goes on in our

thoughts. We know that stress is a nonspecific automatic biological
response to demands made upon an individual. Scientifically speaking,
stress is any challenge to homeostasis, or the body's internal sense of
balance. Stress is a biological and biochemical process that begins in
the brain and that spreads through the autonomic nervous system,
causing hormone release and eventually exerting an effect on the
immune system.
The pressure on executives leading to psychological, damage, impact

of biology, work schedule and impact the whole life cycle of a person is
under going twist after twist it is also leading to social problems like
divorce, absenteeism suicides and switch over of jobs.
ACKNOWLEDGEMENT
I would like to thank Mr. T. Raghava Reddy Director and

Mrs. B. Indira Principal, St. Pauls P.G.College, for their
whole hearted cooperation.
I feel it as a great privilege to express my profound
respects, deep sense of gratitude to project guide Lecturer
Mr. Anand Sony St. Pauls P.G. College, who guided me
throughout
my
project
with
constant
cooperation,
encouragement and motivation.
I extremely thankful to Mr. Natarajan, GM, Human

Resources and Chandrashesker, Manager HR. of SAT info
tech and other staff members of
SAT info tech, with out
their kind cooperation and help the project could not have
been successful.
I sincerely acknowledge all the people mentioned above,
without whose cooperation, I couldnt have completed my
project successfully.
M.
MAHESHWARI
H.T.No.09806-0121
Table of contents
page nos
Chapter 1
Introduction
Objectives
Methodology
Need For The Study
Scope and Limitations
Chapter 2
Review Of Literature
Chapter 3
Company Profile
13
Chapter 4
Introduction of stress
17
Definition of stress
24
Workplace stress
39
Handing depression
44
Job stress management
48
Management standards
61
Union nations peace keepers
66
Chapter 5
Analysis and interpretation
74
Chapter 6
Findings
88
Recommendations
91
Conclusions
93
Bibliography
94
Chapter 1
Introduction
INTRODUCTION:
Stress is a part of day to day living of every individual .The college

students may experience stress in meetings the academic demands.
People on the job, Business men may suffer stress to reach office in
time and to complete projects on time and even the house hold ladies
may experience stress in managing the home affaires and look for the
maid servent.
The reasons for the stress differ from person to person .the stress
people experience should not be necessarily treated as harmful. An
optimum amount of stress can always act as an energizer or motivator
people to apply the efforts and complete the work but a high level of
stress can be a serious threat to the personality traits of the individual
and can cause psychological and social problems.
Let us return to our original question. What causes the rapid increase
in the rate of coronary artery disease between the ages of 30 and 40?
We have implied that it may be the onset of the midlife crisis.

According to Sheehy, midlife crises begin at 35. Age 35 is marked by a
rapid rise in the rate of heart attacks in the American male; however,
the rise in heart attack rate in the average American female comes
much later. This poses a second question. Could it be that the stress
on men and women from the midlife crisis is different?
Again according to Sheehy, the stress of the midlife crisis is perceived
differently in men and women. Sheehy claims that the midlife crisis is
precipitated because we realize we are at the midpoint in our lives.
The apprehension is strong and manifests itself by distortion in our
sense of time. Men and career women react with statements like:
"Time is running out." "Time must be beaten." "Can I accomplish all
that Id hoped for before its too late?" For women who have devoted
their lives to homes and children, their statements are different: "Look
at all the time ahead!" "After the children are gone, what will I do with
it?"10 Thus, in the midlife crisis, one of the main differences between
men and women is that men feel they have too little time and women
feel that they have too much. Sheehy says that most women pause to
reconsider both the inner and outer aspects of their life and try to find
the proper balance between their innate talents and their aspirations.
Men, on the other hand, react to the midlife crisis with the thought
that it is their last chance to pull away from the pack. Men begin to
neglect all other aspects of their personalities to fit the narrow role of
the organization man. Corporations encourage their employees to feel
that their performance is the only criterion of their self-worth.
Objectives:
To study the review of literature on stress level of executive

performance.
To identify how stress affects executive performance.
To
prepare
guidelines
for
stress
management
in
SAT
technologies. To suggest on action plan to implementation the

recommendation.
Methodology:
PRIMARY DATA: Collected data through structured questionnaire
SECONDARY DATA: Survey from following sources;
Internet
Books
Newspapers
10
Need for the study:

Software industry is witnessing unprecedented changes forcing the
companies to instantly adapt to the new technology. Software
companies intern a subjecting the executives to the fast changing
technological environment where they are forced to learn and operate
without much time on hand. This is putting enormous pressure on
executives leading to psychological, damage, impact of biology,
workshedule and impact the whole life cycle of a person is under going
twist after twist it is also leading to social problems like divorce,
absenteeism suicides and switch over of jobs.
The software industry is desperate to overcome the above problem
and many national and internal organizations have been engaged to
study the subject at Hyderabad.
11
Scope:
The study content to data collected at Hyderabad only on a sample of
30 representatives in 3 weeks.
It does not represent all India data how ever it brings out issue for
future studies.
The sample size of the project is 30 and selected randomly. The main
effect of this study is maintaining the stress levels.
LIMITATIONS:
The information given by the employee may be biased. Time is limited
to only for 45 days which is not sufficient to do in depth analysis.
12
Chapter 2
Review Of Literature
13
REVIEW OF LITERATURE:
What is Stress?
Stress is that waking up in the middle of the night feeling thinking Im

never going to get all of this done! Stress is your mind jumping
around from thing to thing when you feel overwhelmed. Stress can be
getting headaches or stomachaches you cant seem to shake, with no
real reason. Stress can mean getting more irritable with your friends.
Well, if you want the more technical definition, stress is actually the
reaction people have to change or challenges. You cant really avoid
having some stress, and stress in itself isnt such a bad thing. It keeps
you on your toes and gives you energy and motivation to get things
done, if you channel the energy right. But too much stress can cause a
lot of discomfort and can get in the way of being able to focus and
14
achieve. Bottom line: you cant really avoid stress, but you can do
something about it.
What Causes Stress?
According to the authors of The Relaxation and Stress Reduction

Workbook, there are three basic causes of stress. The first is the most
obvious. Outside challenges and demands cause stress. As a college
student you have a lot of demands on you, which it can be difficult to
balance. Add family or work demands to class pressures and the
adjustment of moving to a new school, and youve got a lot of life
changes going on at one time. Remember that even exciting changes
can cause stress. The second cause of stress is physiological. Different
people react differently to stressful situations than others. For
example, some people tend to react physically to stress. Be aware of
how your body reacts to stressful situations. If youre prone to
stomach aches, headaches, etc. maybe your body is telling your
something. Go to the Health Center and get a check-up. The third
15
cause of stress is our thoughts. How we interpret events can cause as

much or more reactions as the events themselves.
Stress management techniques:

Believe it or not, you can make a difference in your stress level by
doing a few simple things.
Have some fun. Its important to have a balanced life. Your work
time will be more productive if you have at least a little time for fun.
Keep your energy up by eating several mini-meals a day. Dont skip

meals, which will cause your energy level to drop.
Exercise. Moderate cardiovascular exercise forces us to breathe

deeply, and is good for our bodies and souls.
Be aware of the messages you send yourself. Messages

like Ill never pass that test or I have to get an A in that class or it
will be a disaster bring more pressure and actually backfire, leading
students to procrastinate and give up, rather than to get more done.
Try to be flexible with changes. A lot of us like the world to

be predictable and structured, but it rarely stays that way. Try to see
change as exciting, or at least interesting.
16
Make time for sleep. If youre not rested, anything that
stressed you a
Little before will make you much more anxious.
Get support. Talking to someone who is supportive helps people
feel Less alone and helps the load feel a little lighter.
Remember your priorities. Spiritual and religious practices
can help people put stress in perspective. Feed your soul and your
stress level will go down! Remember that when you start telling
yourself I dont have time to relax, take a break, eat lunch, that
might be a sign to you that you really need a short break
17
Chapter 3
Company Profile
18
The Company
Sat
InfoTech
Pvt.
Ltd.
(SAT),
Hyderabad
based
Information
Technology Company works on Linux based SAP solutions spanning

diverse domains with its expert core team. SAT aims to drive its course
on to the high growth path of 'Applied Technology Integration'. SAT
offers value added services in key areas such as Research and
Development,
Software
applications,
Networking
Consultancy
&
Management and a range of support services.
The management team consists of friends who share one anothers

dreams and passions do drive SAT forward. Combined, the core team
has over 50 man-years of direct experience in general management,
software development, system integration, training and marketing.
19
The objective of the company is to deploy and support Linux and SAP
in software development, software services and training. To address
these areas, the Company has a team of professionals whose approach
is to offer complete cost-effective enterprise solutions.
SAT
offers
full
range
of
System
and
Application
consulting,
implementation, development, upgrade and support services having

specialized in working Linux operating system and SAP application.
The companys comprehensive range of Linux and SAP support

services is offered to both existing users and organizations new to the
software, and spans pre-sales consultancy, technical and functional
implementation and development services, upgrade planning and
execution, training and support.
20
SAT Vision
Technology for Human Excellence
SAT Mission
To build a World class state of art infrastructure for providing
On-site, on-line, off-line, remote
Linux System and SAP Application Support Services
SAT InfoTech Pvt. Limited

1st Floor Murthy Mansion, Srinivasanagar (w)
Ameerpet, Hyderbad 500 038
Phone: 040-55837657, Fax: 040-55837656
21
Chapter - 4
22
INTRODUCTION OF STRESS:
Introduction to Stress Study itself is potentially very stressful with

many different and sometimes conflicting pressures reading complex
technical or theoretical material, writing assignments for deadlines,
working part time, having a successful social life, family demands
perhaps peaking near the exams which themselves explicitly test your
performance under pressure by setting strict time conditions and
removing potential resources such as books, colleagues, notes etc.
Study can also challenge your ideas of who you are, who you think you
are or who you want to be, lead you to compare yourself with others,
who maybe look like they have everything under control. Any change
or transition, even a welcome one is stressful and study involves lots
of transitions in addition to other life events: for example, moving to
another country, or another part of the country, meeting new people,
different expectations from teachers and each academic year brings
23
changes different topics, lecturers, perhaps new housemates changes

which should not be underestimated.
Ways of managing stress you probably already have a number of

ways of managing stressful situations so some of what follows will be
familiar. Or you may know some of the ways in theory, but havent
ever put them into practice. Here are some examples, but dont get
into the habit of thinking there is a right way to manage stress,
otherwise you might end up stressing yourself over this as well as
Challenging Negative Thinking
We all have thoughts continually going round in our heads. Often,

these thoughts are so fleeting that we fail to notice that we are even
having them. Many of these thoughts are positive, and therefore
helpful to us in our lives. However, many are negative and have an
adverse affect on us. Our thoughts have a great bearing on how we
feel and how we behave. Once we are aware of our thinking patterns,
we can work on changing them. First though, we have to learn to
identify our negative thinking.
1. Identifying your negative thoughts:
24
Negative thoughts which might make you behave in a way that is not
helpful to your well-being have certain features: They are usually
automatic thoughts that seem to come out of nowhere. Often they can
flash through your mind without you being aware of them. They seem
reasonable at the time, and you accept them without question. They
are the kind of thoughts that, if they were true, would make most
people feel quite anxious or unhappy. Next time you feel you feel
particularly stressed or anxious; take time to examine what is going
through your mind. Are the thoughts or pictures similar to any of the
typical negative thoughts that were described above? It may be quite
hard to identify your automatic thoughts at first, but it will get easier
with practice. Writing your thoughts in a diary may help you get into
the habit of doing this.
2. Changing negative thoughts

To help you change your thinking, use the following guidelines to reach
more rational thoughts
1. What is the evidence?
2. What evidence do I have to support my thoughts?
3. What evidence do I have against them?
4. What alternative views are there?
25
5. How would someone else view this situation?

6. How would I have viewed this situation if I were not so anxious
about eating?
7. What is the effect of thinking the way that I do?
8. What thinking errors am I making?
A basic factor in how we respond to a situation is the way in which we

interpret the situation. Our five senses are capable of taking in much
more information than our brains are able to compute, so we need to
simplify the information streaming in through our eyes and ears before
we can use it. We cut corners and take shortcuts in our thinking to
handle the sensory load better.
Doing this means that we are not
getting a direct readout on the world, so our thoughts and beliefs

about the world are vulnerable to error. When we are stressed or
feeling low, our thoughts are particularly prone to distortions or errors
These Thinking Errors are common everyone has them to some
degree but they do make us feel worse. The good news is that by
changing our automatic thoughts, we can change our feelings and our
energy levels, and improve how we handle the setbacks and stresses
in our daily lives.
Normally, we each have our favorite Thinking
Errors - that is, a few that we tend to use.

Review the list below to identify your
26
1) All or Nothing Thinking

If your performance falls short of perfect, you see yourself as a total
failure: I didnt get top marks in one test Im useless. All or nothing
thinking forms the basis of perfectionism and frequently goes hand in
hand with the tendency to see things in black and white Im
completely right, hes completely wrong.
2) Tunnel Vision
Seeing only the negative (or the positive) aspects of a situation.
3) Over generalization
Expecting that, because something has happened in the past, it always
will: My partners always leave me, the women I meet are all
unfaithful.
4) Jumping to Conclusions
You make a negative interpretation even though there are no definite
facts that convincingly support your conclusion. Examples are:
a) Mind Reading you assume you know what other people are thinking,
or that they are reacting negatively to you, without checking your
hunches e.g. My boss / partner / colleague didnt say hello she is
mad at me.
27
b) Fortune telling you predicts that things will turn out badly. Before a
very important interview, you may tell yourself, I know Im going to
blow it. If you are depressed, you may tell yourself, Ill never get
better.
5) Catastrophising
You
exaggerate
your
own
problems;
imperfections
etc
and
automatically imagine the worse case scenario: I made a mistake.

Now theyre going to sack me, and I wont have any money, and Ill
lose my house, and end up on the streets
6) Emotional Reasoning
You take your emotions as evidence for the truth - I feel, therefore it
must be true - e.g. I feel guilty, therefore I must have done
something bad or I feel anxious, so something bad must be about to
happen.
7) Should Statements
You try to motivate yourself with should and shouldnt as if you had to
be whipped and punished before you could be expected to do
anything. Musts and Ought are also offenders e.g. I should do this
or I must do that The emotional consequence is guilt. When you
28
direct should statements towards others, you feel anger, frustration

and
resentment
e.g.
He
shouldnt
be
so
self-centered
and
thoughtless or She ought to be prompt
8) Labeling and Mislabeling

Instead of describing your effort, you attach a negative label to
yourself: Im a failure instead of I made a mistake When other
peoples behaviour rubs you the wrong way, you attach a negative
label: Shes lazy instead of Shes too busy.
9) Personalization and Blame

Personalization occurs when you hold yourself personally responsible
for an event that is not entirely under your control and can lead to
guilt, shame and feelings of inadequacy. The opposite is blaming other
people or circumstances for your problems without considering ways
that you might be contributing to the problem
10) Discounting the Positive:

You shrink your strengths, resources and good points and reject
positive experiences By insisting they dont count. For e.g., if you do a
good job, you tell yourself that it wasnt good enough or that anyone
29
could have done as well. Once you begin to recognize the thinking
errors that you tend to make, you can take steps to avoid Them For
example, you might check out what you do with a friend
30
Definitions of Stress:
Stress is actually the reaction people have to change or challenges.

You cant really avoid having some stress, and stress in itself isnt such
a bad thing. It keeps you on your toes and gives you energy and
motivation to get things done, if you channel the energy right. But too
much stress can cause a lot of discomfort and can get in the way of
being able to focus and achieve. Bottom line you cant really avoid
stress, but you can do something about it.
Stress researcher Hans Selye was one of the first to identify stress and
its effects on the body. He defined stress as a nonspecific response of
the body to any demand. The pioneers of stress research categorized
all stress as negative or bad. Today, we understand that stress is
anything in the environment that causes us to adapt, and that a
stressful situation can be either happy/positive (like the birth of a
baby) or sad/negative (like the death of a loved one).We also
understand that stress isn't limited to what goes on in our thoughts.
We know that stress is a nonspecific automatic biological response to
demands made upon an individual. Scientifically speaking, stress is
any challenge to homeostasis, or the body's internal sense of balance.
Stress is a biological and biochemical process that begins in the brain

and that spreads through the autonomic nervous system, causing
hormone release and eventually exerting an effect on the immune
system. Simply stated, the stress response starts in two major
systems.
(1) The nervous system, which reacts almost simultaneously, and

(2) The endocrine (or) hormone system, which takes longer to react
but which persists much longer
Types of Stress:
Basically, there are three types of stress: physical, psychological,
and
psychosocial.
environment
environmental
Physical
factors
pollution,
stress
such
as
constant
involves
stressors
extremes
noise,
in
or
in
the
temperature,
electric
shock.
Researchers also categorize physiological factors as physical stress.

Examples include injury, surgery, hypoglycemia, prolonged exercise,
or an inadequate supply of oxygen. Psychological stress stems from
the way we feel, the attitudes we have, and the way we react
toward anything that is threatening us, whether the threat is real or
imagined. As in the example of the roller coaster, one person may
react calmly, while another may become extremely stressed.
Psychosocial
stress
involves
relationships,
arguments
or
stressors
conflicts
from
with
interpersonal
family
members,
neighbors, employers, friends, or other people around us. Entry PHV

training 2Wellness
Psychosocial stress may result from intense social interans,
interans but it can
also occur when there is isolation as a result of inadequate social
interactions.
How to Protect Yourself from the Negative Effects of

Stress
If everyone is a victim of stress, are there ways we can protect
ourselves from the effects of stress? Absolutely! One of the first
ways, says Baylor College of Medicine psychologist Michael Cox, is
to face the stress head-on. Recognize it, and get ready to deal with
it. "Avoiding and denying that stress exists won't make it go away,"
he says. "Look at different ways you can change the situation to
lessen the stress, make your decision, and face the stress head on.
Action is the fastest way to reduce the level of stress."
Following are some ideas from cardiologist Robert S. Eliot and

others as to how you can reduce the effects of stress:
Develop what Eliot calls a game plan for your personal aspirations,
both short-term and long-term ones. Take a personal inventory and
reestablish important priorities.
You need to balance your talents and goals, similar to the way in
which you'd balance your financial portfolio. Work to get things back
into balance, and figure out where your long-term goals may be
losing out to short-term pressures, Eliot says.
Be nice to yourself. Do something nice for yourself every day. Take

the time to read something you love, soak in a warm bath, take a
brisk walk, or call an old friend.
Develop a system of time management that will help you plan
your day without becoming a stressor itself. When you're scheduling
your time, remember to leave time for play, time for hobbies and
friends, and time for simple relaxation. If you have to, schedule in
time for breaks.
Just as you need to develop a game plan for your personal
aspirations, Eliot
Advises developing a game plan for your career or work. Especially
important in today's economy is the ability to adapt, continually
assess where you are, look ahead, and prepare for change.
If you commute to work, make sure you plan enough time to
arrive without feeling stressed. If you can, turn your commute into
something pleasant: Ride the bus instead of driving, and take the
chance to catch up on some favorite books or Entry PHV training 4
Wellness magazines. If you have to drive, try out some entertaining
tapes instead of the usual radio fare.
Once at work, try the following strategies: Instead of letting the
telephone control you, control the telephone. For example, take
initiative to make calls, and block out several periods during the day
in which to return calls. Do what you can to reduce environmental
stresses at work (noise, temperature extremes, and so on). And, at
least once a day, concentrate on doing at least one task - no matter

how small - that brings you satisfaction.
Be realistic in your expectations of your other people in your life.
According to Eliot, it's crucial to accept people for who they are and
let them express their own ideas.
Pay attention to your physical health. Have regular checkups, and
take care of health problems promptly. If you notice unusual
symptoms, have a doctor check them out as soon as possible.
Above all, believe that you are well.
Get plenty of sleep. British researchers concluded that flexibility,
spontaneity, and originality of thought can be seriously undermined
by as little as one sleepless night.
Eat a balanced diet; avoid alcohol, tobacco, and caffeine. During
periods of
Particular stress, go for a small, high-protein meal.
Get plenty of exercise.
Stay socially connected. According to Eliot, "Friends are not just
nice, they are a necessity." If you have problems, talk them out
with a trusted friend; if you're facing something difficult, rehearse it
with a friend first. Share your feelings often.
Develop at least one confidant, someone with whom you can share
your deepest thoughts and feelings. And write your thoughts down
on a regular basis. Keeping a journal is good, but so is jotting your
thoughts on scraps of paper.
Get a pet!
Learn to laugh at yourself, and fill your life with humor.
When things get tough, find some way to relax. And, above all,
stay flexible. There may be more ways to cope with any situation
than at first are apparent.
Understanding the Importance of Optimum Stress

Levels
The level of stress under which you operate is important: if you are
not under enough stress, then you may find that your performance
suffers because you are bored and unmotivated. If you are under
too much stress, then you will find that your results suffer as stress
related problems interfere with your performance. It is important
that you recognize that you are responsible for your own stress.
Very often it is a product of the way that you think. Learn to
monitor your stress levels, and adjust them up if you need to be
more alert, or down if you are feeling too tense. By managing your
stress effectively you can significantly improve the quality of your
life.
There is a linkage between stress and performance. Following are

some tips on how you can ensure that you perform at your best by
optimizing stress levels. The approach to optimizing stress depends
on the sort of stress being experienced: Entry PHV training

5Wellness
Short term stress such as difficult meetings, sporting or other

performances, or confrontational situations. Here the emphasis is
on short term management of adrenaline to maximize performance.
Long term stress, where fatigue and high adrenaline levels over a
long period can lead to degraded performances. Here optimizing
stress concentrates on management of fatigue, health, energy and
morale.
Short term stress

The graph below shows the relationship between stress and the
quality of performance when you are in situations that impose short
term stress:
(Please note that this graph will be a slightly different shape for
different people in different circumstances) Where stress is low, you
may find that your performance is low because you become bored,
lack concentration and motivation. Where stress is too high, your

performance can suffer from all the symptoms of short-term stress.
In the middle, at a moderate level of stress, there is a zone of best
performance. If you can keep yourself within this zone, then you will
be sufficiently aroused to perform well while not being over-stressed
and unhappy.
This graph and this zone of optimum performance are different

shapes for different people. Some people may operate most
effectively at a level of stress that would leave other people either
bored or in pieces. It is possible that someone who functions
superbly at a low level might experience difficulties at a high level.
Alternatively someone who performs only moderately at low level
might perform exceptionally under extreme pressure.
(Please note that this graph will be a slightly different shape for
different people in different circumstances) Where stress is low, you
may find that your performance is low because you become bored,
lack concentration and motivation. Where stress is too high, your
performance can suffer from all the symptoms of short-term stress.
In the middle, at a moderate level of stress, there is a zone of best

performance. If you can keep yourself within this zone, then you will
be sufficiently aroused to perform well while not being over-stressed
and unhappy. This graph and this zone of optimum performance are
different shapes for different people. Some people may operate

most effectively at a level of stress that would leave other people
either bored or in pieces. It is possible that someone who functions
superbly at a low level might experience difficulties at a high level.
Alternatively someone who performs only moderately at low level
might perform exceptionally under extreme pressure.
Long term stress

The problems of long term, sustained stress are more associated
with fatigue, morale, and health than with short term adrenaline
management.
The
graph
below
shows
the
way
in
which
performance can suffer when you are under excessive long term
stress:
The graph shows four major stages that you may go through in
response to sustained levels of excessive stress:
1. During the first phase you will face challenges with plenty of
energy. Your
Response will probably be positive and effective.
2. After a period of time you may begin to feel seriously tired. You
may start to feel anxious, frustrated and upset. The quality of your
work may begin to suffer.
3. As high stress continues you may begin to feel a sense of failure
and may be ill more frequently. You may also begin to feel exploited
by your organization. At this stage you may start to distance
yourself from your employer, perhaps starting to look for a new job.
4. If high levels of stress continue without relief you may ultimately
experience depression, burnout, nervous breakdown, or some other
form of serious stress related illness. Different people may move
between these stages with different speeds under different stress
conditions.
Executive Stress: An Inside Job

Executive Lack of Control:
The study the Citizen reported on was commissioned by APEX, the

Association of Professional Executives in the Public Service. It
attributed the increase in physical and emotional distress within the
ranks of public service executives not to overwork but to a lack of
control. An interesting word, that. Think of all those times you've
had control. You've had authority over the budget and the people.
You're the executive, after all. You've been in charge. Still, you've
felt out of control. The people around you haven't been able to
fathom your unease, they pointed out that you were in control.
Deep inside yourself, you knew better.
We live in a culture driven by external indicators and standards. We
look outside ourselves for the rules, procedures, benchmarks,
expectations and evidence of our progress. We have lost our
capacity to measure progress and therefore, the quality of our work
and our very lives, by any internal standard. Here's the problem.
Control, or lack of it, is determined by an internal standard. That's
why you've been in charge, according to the organization chart and
people around you, and have nonetheless felt out of control. You
feel it inside yourself. It's a sense, a physical thing. It's deeply
personal. We've now bumped up against two of the paramount rules
for executives. First: keep the personal away from the professional;
keep your emotions and your home life out of the workplace, and
make sure your staff does, too. Second: the rational, logical,
reasoning ways of the mind - the intellect are always better than
the intuitive processes of the body. The executive primer says that
to be professional, we must bring the wisdom and perspective of
distance to the resolution of our daily challenges. That may work
well for balancing a budget but it leases us impotent to balance our
lives.
Understanding How Stress Works:
The Citizen article examined the stress on executives who managed

a massive four-year downsizing in Canada's public service. In it, we
get facts and figures and statistical trends. Predictably, we don't get
any insight into the workings of stress itself. We're willing only to
talk about the shifts in numbers; the dollars and cents of it the
timeframes. As a corporate culture, we speak the language of
quantifiable data.
It's as if we assume we all hold a common
understanding of what stress is, how it operates, and how it can be

beaten. It's as if we all agree it can be beaten, and that it should by
everyone paying attention to studies like these. But is it true? Do
we all understand what we're talking about?
What we aren't talking about is our pain in witnessing people we
know lose their jobs our anxiety that we might lose our own; our
guilt in being the bearer of the news that sent someone out the
door in tears, rage or desperation: all the things you'd feel yourself
were you in their shoes. What we're not paying attention to is the
conflict in values and the assaults on our personal integrity when
what is 'required' is in total contravention of our personal beliefs.
Yet we proceed because to do otherwise would put us at risk,
personally.
The turmoil is the stress that is not so readily
quantified. These are the internal pressures which, ignored, grip the
body. Over time, that grip damages spirit, mind and eventually the
malleable tissues of the body itself. Isn't this what we should be
talking about when we talk about executive stress?
The distinguishing feature of the APEX study is the finding that

executives who feel in control of the decisions they make and how
they do their jobs are healthy, even thriving - however heavy the
workload. These fortunate few will find their professional decisions
aligned with their personal values: there is no other explanation.
Absent for them are the guilt and resentment, the powerlessness
and disaffection that come from doing what we don't want to do but
have to. Without these strong internal cues to disrupt it, the body
simply does what it is designed to do naturally stay well.
Our sense of being in control is, simply, the internal coherence that
comes from having our internal reality line up with our external
behaviors. If you believe you can drive the car in the snowstorm,
you're calm, and you probably can; you're really in the driver's seat.
If you doubt you can, you're agitated, and you should probably stay
off the road. Without this experience of internal coherence at work,
or anywhere else for that matter, we feel invisible and powerless,
unable to affect our own lives. Our vulnerability leads to stress.
Workplace stress:
The impact on your bottom line is just the start:
Carole Spiers, business stress consultant at the Carole Spiers
Group, an international stress management and employee wellbeing
consultancy, explains why companies should not ignore the impact
of workplace stress.
According to latest figures from the Health and Safety Executive
(HSE), work-related stress accounts for 90 million lost working days
per year, costing businesses 3.7 billion. As well as acting as an
unnecessary drain on the economy, workplace stress is also the
subject of increasing government legislation.
Many employers do not realize that since the publication of the
Management of Health & Safety at Work Regulations (1999), all
organizations with five or more employees have had a legal duty to
conduct regular risk assessments of workplace hazards, including
psychosocial hazards such as stress. These assessments should
then be used to identify and either avoid or reduce such hazards.
A written health policy is also mandatory for all firms with five or
more employees, and this should include a stress and bullying &
harassment policy.
In November, the HSE is due to publish its new Management
Standards for work-related stress. These are designed to help
ensure that organizations address key aspects of workplace stress
(demands, control, support, relationships, role and change) or face
prosecution if they fail to do so.
Breach of the applicable regulations could lead to criminal
prosecution, or claims for compensation through the civil courts.
What causes workplace stress?

The causes of workplace stress are many and varied, and the
following are some of the most important potential sources. None
are insurmountable, and one of the keys to effective stress
management is being aware of where these stressors may occur,
and ready to address them before they become real problems.
Inadequate or poor communication is one of the most common
organizational stressors.
Home and work-based stresses can feed off and reinforce each
other.
The work demands made on an individual need to match their

ability, and
The amount of control over working practices available to them.
Both work overload and under load can lead to stress.
Shift work and night work can be inherently stressful, and may
lead to an increased risk of accidents.
Home workers may feel isolated and require structured support.
Hot desking and short-term contracts bring their own particular
pressures.
Role conflict, ambiguity and changing roles all contribute greatly
to stress.
Management
style
needs
to
achieve
balance
between
consultation, support and control.

Managers often need more training in communication and people
skills
Dealing with redundancy brings its own particular specialist
training requirements.
Careful attention needs to be paid to the planning of physical
workspace in order to ensure staff is comfortable and motivated.
The introduction of new technology, if not approached in a

planned and gradual manner, can add to stress levels.
Organizations
can
mistakenly
encourage
culture
of
presenteeism, in which employees feel the need to be seen to be

working at all times.
A correct work-life balance is essential to good health and efficient
performance.
Workplace stress isnt something that if left alone will go away of its
own accord. It canonly is tackled through a process of consultation,
identification, intervention and management, and not through shortterm initiatives or one-off quick fixes. The effects of stress
Stress is an extremely complex phenomenon that can affect
individuals in many different ways and to differing degrees, and can
therefore severely affect an organizations performance.
The most detrimental effects of stress include high levels of
absenteeism, poor job performance, low morale, low commitment,
increased accidents, difficult industrial relations, poor relationships
with customers and possible litigation.
The link between absence and stress is so well proven that nonattendance statistics are often used as an indicator of stress hot
spots.
Individuals suffering from high levels of stress may find their

powers of creativity and rational thought become weakened.
Where an individual is unable to perform their job to the required
standard, this will eventually produce its own stress response.
Many stress-related problems can be exacerbated as a direct
consequence of management not having the required expertise to
deal with them.
Employee morale is vitally important. Low morale and lack of
recognition by the employer will often lead to the loss of valuable
trained personnel.
Conflict can be endemic within the workplace, and if not
addressed will damage both the organization and the individuals
involved.
Ultimately, reducing workplace stress is largely a matter of common
sense
and
good
management
practice,
and
simply
requires
employers and employees to work together for the common good.

Both share a joint responsibility for reducing stress which, when
this is successful, can help employees to enjoy their work more, and
businesses to thrive as a result.
Handling Depression
Depression may often be initiated by high levels of long term stress,
by failure associated with stress-related under-performance, or by
life crises.
Deep depression is a clinical illness should be treated
medically. It is important that if you are depressed that you take

this
seriously. Severe
depressions
that
can
cause
years
of
unhappiness and low performance can be neutralized quickly with

drugs, by the appropriate form of psychotherapy, or by other forms
of personal action. An important part of intelligence knows when
there is a problem, and when to ask for help.
Depression may start when:
you miss important deadlines
projects fail
you are passed over for promotion
you feel out of control
you are very tired
you are feeling inadequate while getting to grips with a

new, difficult job
you are bored for a long period of time
The following points may help in handling depression before it gets

serious:
An important way of guarding against depression is getting

your attitude right: positive thinking really can help. As long
as you can draw useful lessons from failure, then failure can
be positive.
Similarly, talking about problems to a partner or to a

respected colleague can often help a lot. They may have been
through a similar situation, seen the problem before, or may
be able to gently point out that you have the wrong
perspective on a situation.
Where you are under stress caused by excessive demands,

using
effective
time
management
can
improve
things.
Similarly taking an enjoyable break may reduce stress.
Where you are not under enough pressure, you can set
personal challenges to increase stimulus.
If you are already suffering from a mild form of depression, then

the following suggestions may help you to deal with it:
Self-confidence: where lack of self-confidence is a factor,

there are a number of things you can do: Start to set personal
goals. This will help you to give yourself direction in life, and
will help you to acknowledge that you can achieve useful and
important things.
Write down a list of your negative points. Challenge each item

on the list objectively, asking yourself 'is this fair, or 'is this
really serious you should find that many of your negative
beliefs are wrong or insignificant. Where you identify serious
failings, set measurable personal goals to eliminate or
neutralize them.
Similarly, bring your anxiety and negative self-talk up to the

surface of your consciousness. Ask yourself whether it is
realistic to worry about the things you worry about: if you
have no control over them, then worry does no good. When
you look at them rationally, you may find that worries are
irrational or out of proportion.
Write down a list of the things that you can do well, and of the
positive parts of your personality. Ignore 'virtues' like humility
and modesty - these are not good for your self- confidence or
well-being. Be proud of your good points - they can help you
to contribute positively to the world.
Positive
thinking:
almost
all
apparently
negative
experiences have positive elements to them. Learn to identify
these positives: this will help you to draw the best from every
situation. Even failing at something can be an intense and
valuable learning experience.
Relationships: You may find that the root of problems lies

with: Assertiveness: if you are failing to assert yourself, you
may find that other people are not paying attention to your
wants and needs. This can be upsetting and humiliating.
Learn
to
express
your
wishes
firmly,
but
only
be
confrontational if absolutely necessary. Assertiveness training

can be beneficial in learning to do this.
Social Skills: if your relationships are difficult, then you

may identify that difficulties lie in the way in which you deal
with other people. In this case some form of Social Skills
training may be beneficial. Alternatively if you can identify
where things are going wrong, you may be able to set goals
to overcome the problem.
Job Stress Management:

Stress Causes & Effects; Tips for Workplace Stress Reduction
Workplace stress has a negative impact on the business as well as
on the individual employee. The increase in job stress creates
emotional, financial, and safety concerns for employers
and
managers. The bottom line: workplace stress management and

stress reduction make sense.
Stress in the workplace is not a new phenomenon, but it is a
greater threat to employee health and well-being than ever before.
While technology has made aspects of many jobs easier, it has also
added to the anxieties of office life through information overload,
heightened pressure for productivity, and a threatening sense of
impermanence in the workplace. In 1996, the World Health
Organization
labeled
stress
worldwide
epidemic.
Today,
workplace stress is estimated to cost American companies more

than $300 billion a year in poor performance, absenteeism and
health costs.
What is workplace stress?
Stress the responses our bodies and minds have to the demands
placed on them is a normal part of life and a normal part of any job.
Without stress, we wouldnt meet deadlines, strive to hit sales or
production targets, or line up new clients. Meeting the demands and
challenges of a job is part of what makes work interesting and
satisfying, and its often what allows people to develop new skills
and advance in their careers. In the workplace, we regularly
experience stress-causing situations, react to them with heightened
tension, and then return to a more relaxed state when the crisis, big
or small, is resolved. However, problems occur when stress is so
overwhelming or constant that the tension never abates and we
never get to relax.
What we think of as job stress is what happens when:
The challenges and demands of work become excessive.
The pressures of the workplace surpass workers abilities to

handle them.
Satisfaction becomes frustration and exhaustion.
When stress crosses the line from normal to excessive, it can

trigger physical and emotional responses that are harmful to
employees and businesses alike. And unfortunately, for many
people stress has become synonymous with work.
What causes stress in the workplace?
Some jobs are stressful by definition because theyre physically

dangerous (such as firefighting or criminal justice), involve matters
of life and death (emergency functions), or are psychologically
demanding (social work, teaching). But people who stamp metal or
crunch numbers can also be subject to stress on the job. Workplace
stress is usually the result of high demands on the job, real or
perceived lack of control concerning those demands, poor day-today organization and communication, and an unsupportive work
environment. The following chart lays out many of the factors that
lead to job stress:
Factors that Lead to Job Stress

Types
of
JobExamples
Stressors
Specific
work
factors
Physical
environment
Excessive workload.
Tedious or meaningless tasks.
Long hours and low pay.
Infrequent rest breaks.
Unreasonable performance demands.

Noise and overcrowding.
Poor air quality.
Ergonomic problems.
Health and safety risks (heavy equipment,
Factors that Lead to Job Stress

toxic chemicals).
Unclear responsibilities or expectations.
Organizational
practices
Conflicting job demands.
Multiple supervisors.
Lack
of
autonomy
or
participation
in
decision-making.
Workplace
change
Inefficient communication patterns.
Lack of family-friendly policies.

Fear of layoff.
Frequent personnel turnover.
Lack
of
preparation
for
technological
changes.
Poor
chances
for
advancement
or
promotion.
Interpersonal
relationships
Tensions
brought
workplace diversity.
Distant, uncommunicative supervisors.
Poor performance from subordinates.
Office
politics,
about
competition,
by
and
greater
other
conflicts among staff.
Bullying or harassment.
Problems caused by excessive time away

from family
What are the health effects of job stress?

There is a clear connection between workplace stress and physical
and emotional problems, early warning signs of job stress include:
Headache
Sleep disturbance
Upset stomach
Difficulty concentrating
Irritability
Low morale
Poor relations with family and friends
While these early signs are relatively easy to recognize, it may be

harder to see how job stress affects chronic health problems, since
chronic conditions develop over time and may be influenced by
factors other than stress. Still, evidence suggests that workplace
stress plays an important role in several types of ongoing health
problems, especially:
Cardiovascular disease
Musculoskeletal conditions
Psychological disorders
What can managers or employers do to reduce

stress at work?
Stress on the job creates high costs for businesses and institutions,
reducing morale, productivity, and earnings. Clearly, it is in every
employers best interests fiscal and otherwise to reduce workplace
stress as much as possible. Businesses can lower and prevent job
stress through two methods:
Stress management programs and training for employees.
Organizational changes that improve working conditions.
Stress Management
Nearly half of large American corporations provide their employees
with stress management training and (EAPs). EAPs are designed to
help workers with personal problems that may be adversely
affecting their on-the-job performance. The confidential services
include
counseling,
mental
health
assessment
and
referrals,
workshops on topics such as time management and relaxation, and

legal and financial assistance.
Organizational change
While EAPs can be very beneficial to workers, the relief they provide
may be superficial and short-lived if important root causes of stress
in the work environment are not addressed. Lasting stress
reduction is brought about by institutional change. Managers
are the key holders of corporate culture, Michael Peterson, a
professor at University of Delaware, told FDU magazine. They
perpetuate it. While stress management techniques like yoga are
great, he said, If your boss is draconian, exercise is not going to
help. No meaningful job or workplace is, or should be expected to
be, stress-free. However, less stress occurs when a business or
institution encourages employee participation from the bottom up,
implements policies that take employee needs into account, and
empowers employees to do their best. Look at the table below for a
list of ways in which an organization can foster low levels of job
stress and high levels of productivity:
Changing the Organization to Reduce Job Stress

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
Changing the Organization to Reduce Job Stress

or petty.
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 verbally and institutionally.
Provide opportunities for career development.
Promote
an
entrepreneurial
work
climate
that
gives
employees more control over their work.

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.
What can employees do to reduce job stress?

While organizational change comes from management, there are
still many things employees individually or collectively can do
to
reduce
workplace
stress.
Get a job description. If your employer hasnt provided a
specific, written description of your job, ask for one, or, better, ask
to
negotiate
one.
According
to
the
American
Psychological
Association, the act of negotiating a job description does more to

dispel a sense of powerlessness than anything else we know. You
can object to what and insist on what you do want. If there is a
compromise, it's because you agreed to it. With a clear job
description, your expectations are spelled out, as are your bosss.
Change your job. If you like where youre working but your
job is too stressful, ask if the company can tailor the job to your
skills or move you to a less pressured slot.
Get support. Use the local, state, and federal agencies

created to support workers interests and your union, if you
belong to one
to back you up in situations that expose you to
unnecessary danger, unsafe or unhealthful conditions, or undue

harassment. While some locations and agencies are more
sympathetic to employees rights than others, sometimes simply
mentioning that you know where to turn for help is enough to
start an employer thinking about improvement.
Get a new job. If the level of stress at your job is harming

your health and your relationships, and you dont see any
prospect of real change, it may be time to move on.
Eliminate Self-Defeating Behaviors
Many of us make job stress worse with patterns of thought or

behavior that keep us from relieving pressure on ourselves. If you
can turn around these self-defeating habits, youll find employerimposed stress easier to handle.
Resist perfectionism. No project, situation, or decision is

ever perfect, and you put undue stress on yourself by trying to
do everything perfectly. When you set unrealistic goals for
yourself or try to do too much, youre setting yourself up to fall
short. Do your best and youll do fine?
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 schedule youll feel less overwhelmed.
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.
Get time away. If you feel stress building, take a break.

Walk away from the situation. Take a stroll around the block, sit
on a park bench, or spend a few minutes meditating. Exercise
does wonders for the psyche. But even just finding a quiet place
and listening to your iPod can reduce stress.
Talk it out. Sometimes the best stress-reducer is simply

sharing your stress with someone close to you. The act of talking
it out and getting support and empathy from someone else is
often an excellent way of blowing off steam and reducing stress.
Cultivate allies at work. Just knowing you have one or

more co-workers who are willing to assist you in times of stress
will reduce your stress level. Just remember to reciprocate and
help them when they are in need.
Find humor in the situation. When you or the people

around you start taking things too seriously, find a way to
break through with laughter. Share a joke or funny story
HOW NOT TO DE-STRESS
Alcohol, while it appears to offer relaxation when you're stressed,

ultimately makes things worse. All drink does is temporarily blot out
the stress factors but the problems are the same when you come
back to them, and your fitness to deal with them will be reduced.
Drinking more than six units of alcohol a day if you're a woman or
more than eight if you're a man, doubles your risk of having a
stroke.
THE EXECUTIVE TRAP

"It's too easy to let your life slip away without enjoying yourself."
Insufficient exercise, drinking too much or becoming a control freak
can lead to a downward spiral that makes the stress worse and the
workload
seem
impossible.
Mental
agility
declines,
and
the
perception increases that the outside world doesn't want to help, or

isn't up to the job. None of this is real; it's your reaction that's
creating the problem. But you have the power to choose whether to
succumb to this executive trap. Will you reverse the trend and start
a positive spiral of stress management, or let it all get on top of
you? It's too easy to let your life slip away without enjoying
yourself. You work hard at your job, so work equally hard at ringfencing and enriching your free time. A happy, healthy life is what
you're here for. Being a great leader comes an important second.
Demands
Includes issues like workload, work patterns, and the work
environment.
Management standards:
The standard is that:
Employees indicate that they are able to cope with the demands
of their jobs; and
Systems are in place locally to respond to any individual

concerns.
What should be happening / states to be achieved:
The
organization
achievable
provides
employees
with
adequate
and
demands in relation to the agreed hours of work
Peoples skills and abilities are matched to the job demands;
Jobs are designed to be within the capabilities of employees; and
Employees
concerns
about
their
work
environment
are
addressed.
Control
How much say the person has in the way they do their work
Employees indicate that they are able to have a say about the
way they do their work; and

concerns.
Where possible, employees have control over their pace of work;
Employees are encouraged to use their skills and initiative to do

their work;
Where possible, employees are encouraged to develop new skills

to help them undertake new and challenging pieces of work;
The organization encourages employees to develop their skills;
Employees have a say over when breaks can be taken; and
Employees are consulted over their work patterns.
Support
Includes the encouragement, sponsorship and resources provided
by the organization, line management and colleagues
Employees indicate that they receive adequate information and

support from their colleagues and superiors; and

concerns.
The organization has policies and procedures to adequately

support employees;
Systems are in place to enable and encourage managers to

support their staff
Systems are in place to enable and encourage employees to

support their colleagues;
Employees know what support is available and how and when to

access it;
Employees know how to access the required resources to do

their job; and
Employees receive regular and constructive feedback.
Relationship
Includes promoting positive working to avoid conflict and dealing
with unacceptable behaviour
Employees indicate that they are not subjected to unacceptable

behaviours, e.g. bullying at work; and

concerns. What should be happening / states to be achieved:
The organization promotes positive behaviours at work to avoid

conflict and ensure fairness.
Employees share information relevant to their work.
The organization has agreed policies and procedures to prevent

or resolve unacceptable behaviour;
Systems are in place to enable and encourage managers to deal

with unacceptable behaviour; and
Systems are in place to enable and encourage employees to

report unacceptable behaviour.
Role:
Whether people understand their role within the organization and
whether the organization ensures that the person does not
have conflicting roles the standard is that
Employees indicate that they understand their role and

responsibilities; and

concerns. What should be happening / states to be achieved:
The organization ensures that, as far as possible, the different

requirements it places upon employees are compatible;
The organization provides information to enable employees to

understand their role and responsibilities;
The organization ensures that, as far as possible, the

requirements it places upon employees are clear; and
Systems are in place to enable employees to raise concerns

about any uncertainties or conflicts they have in their role and
responsibilities.
Change
How organizational change (large or small) is managed and

communicated in the organization
Employees indicate that the organization engages them

frequently when undergoing an organizational change; and

concerns.
The organization provides employees with timely information

to enable them to understand the reasons for proposed
changes;
The organization ensures adequate employee consultation on

changes and provides opportunities for employees to influence
proposals;
Employees are aware of the probable impact of any changes

to their jobs. If necessary, employees are given training to
support any changes in their jobs;
Employees are aware of timetables for changes;
Employees have access to relevant support during changes.
Union nation peace keepers:

United Nations peace-keepers in some current missions will likely
be exposed to hostile, dangerous and war-like circumstances. For
example,
they
may
personally
experience
life-threatening
situations and sudden, unexpected disasters; witness severely

wounded people, death and every imaginable atrocity; and come
into intimate contact with innocent civilians who are suffering as
a
consequence
combined
momentous
with
of
the
conflict.
These
pressure
responsibilities
of
of
a
traumatic
continual,
experiences,
arduous
peace-keeper
and
and
the
repercussions of being away from home - in a foreign culture may result in a level of stress that is difficult to understand or
control. Generally, peace-keepers are able to resist both the
short and long-term effects of stress. However, if their natural
defenses are weakened by sudden or continuing violence, the
result may be various levels of stress disorders. Therefore, it is
important for peace-keeping personnel to recognize the signs of
stress and to be able to cope with the effects of traumatic
situations. The purpose of this document is to provide general
knowledge to United Nations personnel concerning potential
stressful situations that may occur in a peace-keeping operation;
to inform them of both normal and abnormal reactions to these
experiences and to give some general guidelines for successfully
coping with various levels of stress. The information in this

document may also be used by trainers for lectures on stress
management.
DEFINITION OF STRESS
Stress is the physical and psychological process of reacting to
and coping the vents or situations that place extraordinary
pressure upon a human being. Such events are usually sudden
and often involve physical or emotional loss, such as witnessing
casualties or destruction from combat or disasters or the serious
injury or death of a relative, friend or co-worker. Stress is a
normal reaction to an abnormal situation and serves primarily
the function of self preservation in a threatening situation,
enabling one to: concentrate full attention on a particular threat;
mobilize maximum physical energy; and prepare for action in
order to respond to the threat. Peace-keepers are exposed
regularly to both minor and major incidents which can result in
the build-up of stress. For the purpose of this booklet, three
types of stress are described, in the order of increasing intensity
BASIC STRESS
Every
individual
experiences
basic,
minor
stress
in
daily
situations that may produce tension, frustration, irritation, anger,

etc. A person's vulnerability (reaction) is largely determined by
one's physical and psychological strength or weakness at these

times, and thus the level of stress will vary accordingly.
Stress consumes physical, cognitive and emotional energy.
Although it is natural to suffer some degree of stress in difficult
situations, in order to avoid disruption of a person's ability to
function properly, both physically and mentally, stress should not
be allowed to accumulate to a point where it cannot be
controlled. When an individual consents to participate in a
peacekeeping
mission,
he/she
should
be
aware
that
peacekeepers often encounter stressful situations, particularly if

the mission is in a conflict zone, and know basic steps to control
the effects of such stress in his/her life.
How to Manage Basic Stress:

Most stress can be managed. Determination and self discipline
are keys to finding the source(s) of stress and coping with it
before it has escalated to an uncontrollable level. As a rule stress
management plans will include learning to do some old tasks
differently. Initially, the effects of stress can likely be alleviated
by simple, common-sense measures. Develop a management
and control strategy to help avoid potential distresses. The
following guidelines have been found to be effective in stress
management strategy development: Identify sources of stress,
Know personal limitations, and Manage time well, be assertive,

but not aggressive, Accept creative challenges, Get enough sleep
Rest or conserve strength, eat regularly, Control intake of
alcohol, tobacco, etc. Make time for relaxation and physical
exercise, Develop satisfying friendships and relationships, Have a
positive attitude, Have a sense of humor, laugh often, etc
CUMULATIVE STRESS
Cumulative stress is the result of strain that occurs too often
(FREQUENCY), lasts too long (DURATION) and is too severe
(INTENSITY).
In
these
circumstances,
distress
leads
to
exhaustion and other manifestations so that a person is unable

to cope with the amount of stress he/she is experiencing. During
a mission, peace-keepers are generally confronted with many
daily frustrations, related to work in a conflict zone. They are
often expected to fulfill a seemingly impossible mandate; to have
circumspect conduct as representatives of the United Nations; to
show impartiality in difficult situations, which may mean having
to stifle reactions, emotions and activities that are natural as
human beings; and to be able to negotiate unexpected and
intricate situations, sometimes with very little experience, where
the outcome will impact on the mission, the United Nations, and
most important, the parties themselves. In spite of loyal, and
sometimes heroic, efforts, the peacekeeper may sense a lack of

appreciation by the victims and hostility on
The part of the authorities. He/she may be assigned to work with
colleagues that are not personally or culturally compatible and
that may have varying degrees of peace-keeping experience, or
no experience it all. The peace keeper may be placed in an
immobile or inactive duty, such as in a stand-by situation, for
long periods of time. And, very importantly, the peace-keeper
may be exposed to singular and savage atrocities about which
he/she can do nothing. In addition, the peace-keeper may be
challenged by minor, irritating strains related to unfamiliar or
unpleasant situations
How to Manage Cumulative Stress

Since cumulative stress develops over time, at some point t may be
difficult to recognize the signs of stress, which may become such a
part of everyday life that it seems a natural state. The temptation
may be to deny that anything is wrong. Thus, it is important to
listen when others begin to say: take some time off; lighten up;
don't work so hard
doesnt be so serious; have some fun; etc.
Long periods of stress will ultimately affect every part of a peacekeeper's life, including health. Whereas basic stress can often be
alleviated by active or restful measures, cumulative stress has
become a habit. Which must be broken by making a conscious effort

to change the manner in which one reacts to stress and/or its
source? This may necessitate changing one's lifestyle, attitude(s),
philosophy
and
expectations
for
example:
Take
personal
responsibility for stress, only you can accurately identify the areas
of stress in your life and do what is necessary to change it, or your
reaction to it Accept what cannot be changed - not every stressful
situation can be changed Understand the limits of high expectations
and objectives Witnessing large-scale material destruction. The
possibility that peace-keepers will encounter one or more of these
traumatic situations in a conflict zone are very high. The trauma,
sometimes defined as critical incident stress, is exacerbated
because very often the peacekeeper is unable to assist or change
the plight of helpless victims.
PRINCIPLE GUIDELINES FOR STRESS MANAGEMENT:
This pamphlet, although not a comprehensive manual on stress

management, has outlined a number of general guidelines for
United Nations peace-keepers on how to handle various phases of
stress. The following is a review of the key points that need to be
remembered by peacekeepers experiencing stress
1) Anyone who undergoes an acute traumatic experience, or is at

the scene of a disaster, undergoes change. The best scenario is that
your personality will be strengthened and enhanced; the worst
scenario is that you will experience stress that you cannot deal with
apart from professional help.
2) The various emotions you feel during or after a traumatic

incident, e.g. cumulative stress, traumatic stress, or a depressive
reaction to a disaster, are perfectly normal responses to an
abnormal event.
Chapter - 5
Date: 2 February 2008
Dear sir/madam,
I am student of MBA from St. Pauls P.G. College affiliated to

Osmania University; doing a project on Effect of stress on
executive performance in SAT InfoTech Ltd.I shall be thankful if you
could kindly respond to the following questionnaire with your
experience in this field.
With regards
M.MAHESHWARI
Sincerely,
H.T.No.098-06-0121
Questionnaire
1. How is stress related to executive performance?
a) More stress less performance

b) Stress can be removed to keep better performance
c) No relation between the two
d) Stress between rates motivation
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
16
53.3
B
14
46.6
C
0
0
D
0
0
C, 0, 0%
D, 0, 0%
B, 14,
47%
A
B
A, 16,
53%
C
D
INTERPRETATION:
respondents
Approximately
60
percentages
of
feel that more stress leads to less performance Hence
companies must reduce employee stress by what ever possible

means to improve performance.
2. Stress reduces biological strength?
a) Yes
b) No
c) Cant say
d) No relation between both
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
20
66.6
B
4
13.3
C
6
20
D
0
0
INTERPRETATION: 65 percent of people opined that stress

reduces biological stress. It may further lead to loss of executive
efficiency. Therefore stress reduction should be the priority in the
organizations to keep biological strength of people.
3. Stress reduces work motivation?
a) Yes
b) No
c) Cant say
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
20
66.6
4
13.3
6
20
0
0
INTERPRETATION: Survey has revealed a direct link between

work motivation and stress 20 out of 30 respondents felt that stress
reduces work motivation. Hence to keep higher levels of motivation
and performance employees must keep lower stress levels and
company must cooperate.
4. How can stress be reduced?
a) Less working hours

b) Easy work content
C) Leisure between long working hours

d) To distribute work in a stress free manner
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
2
6.66
B
2
6.66
C
10
33.3
D
14
46.6
INTERPRETATION: 50 percent of the feed back indicated that

stress can be reduced by proper distribution of work high
concentration of work load in a shorter time span develops stress.
Hence work should be spread such a way that the density is
minimal any point of time.
5. How is the productivity related to stress?

a) Directly proportional
b) They are independent
c) Cant say
d) Stress can be managed
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
20
66.6
B
2
6.66
C
0
0
D
8
26.6
INTERPRETATION:
Productivity is directly proportional to stress as per 20 out of 30
people. There fore stress must be kept under control so that
productivity is higher A top performer may become a non performer
under stress. A stress free person even of lower intelligence can
give better performance in a stress free environment.
6. What are the other methods of improving productivity in a high

stress
environment?
a) Five day week
b) Gap between shifts
c) Longer annual holiday
d) Division of labour
OPTIONS
NO OF RECIPENTS
14
10
PERCENTAGE (%)
INTERPRETATION:
46.6
20
33.3
5 day week was considered as one of the
important methods of improving productivity in a high stress

environment. Therefore it is a recommended to offer 5 day week so
that 2 days rest will regenerate the person to ensure performance
excellence.
7. How can technology held stress and performance?

a) Automation
b) Routine works to be given

To robots
c) Work load to be reduced

OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
6
20
d) All the above

B
0
0
C
10
33.3
D
14
46.6
INTERPRETATION: Nearly 50 percents of respondents have

conformed
technology
can
help
to
remove
stress
levels.
If
automation, robots and proper spread of work load by use of

machines and systems, can be ensured hence, it is recommended to
use
technology
and
automation
as
viable
option
for
stress
management.
8. What will be the feature of executive performance in software

industry?
a) Most of the work will be done by machines
b) Most of the work will be done by human beings
c) Mix of the men and machines
d) No relationship
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
4
13.3
B
0
0
C
26
86.6
D
0
0
INTERPRETATION:
As per more than 50 percent respondents the
executives performance in future will depend on how best men and

machines can be judiously mixed. Routine work taken over by
systems and technology where as only the thinking part will be left
to be human beings once the routine is removed, the fatigue levels
comedown and stress will reduce.
9. in future stress will increase because mental work will increase?

a) Yes
b) No
c) Cant say
d) No relation between the both
OPTIONS
NO OF RECIPENTS
A
12
B
2
C
14
D
2
PERCENTAGE (%)
40
6.66
46.6
6.66
INTERPRETATION: Respondents were divided on the

question of mental work will increase stress. It is recommended
that leisure and properly distributed one will not create stress
although work load is more. Infact human being enjoying more
work if that work becomes a play so companies must find out the
ways of getting stress by hr methods as above.
10. What are the methods of stress reduction at SAT InfoTech

and other software companies?
a) Flexi work schedules

b) Job enrichment
c) 5 day week
d) Periodic SPA/ medical treatments
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
INTERPRETATION:
A
18
60
B
8
26.6
C
4
13.3
D
0
0
One of the important methods of stress reduction
in many software companies was found to be flexible work schedule

this is also confirmed by 18 out of 30 respondents flexible schedule
provide rest and relief from stress and there fore companies must
plan work and leisure simultaneously
11. If more people are employed, per person stress will be less?
a) Yes
b) No
c) Cant say
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)

A
10
33.3
B
10
33.3
C
4
13.3
D
6
20
INTERPRETATION: Respondent were divided on the question

of weather more people lead to lower stress per person it is
recommended that more people may create confusions but work
load may be distributed. We do not recommend more people than
required because right person for the right job at the right time will
solve the problem of stress.
12 Technology can be used to reduce stress?

a) Yes
b) No
c) Cant say
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
14
46.6
B
8
26.6
C
0
0
D
8
26.6
INTERPRETATION: 14 out of 30 people confirm that

technology can be used to reduce stress. This is possible by
simplifying the word, avoiding the routine and laborious calculation
and data crunching which can be taken over by technology and
machines hence it is recommended the use technology for stress
management.
Chapter - 6
Findings:
Approximately 60 percentages of respondents
feel that more
stress leads to less performance Hence companies must reduce

employee
stress
performance.
by
what
ever
possible
means
to
improve
65 percent of people opined that stress reduces biological stress. It

may further lead to loss of executive efficiency. Therefore stress
reduction should be the priority in the organizations to keep
biological strength of people
Survey has revealed a direct link between work motivation and

stress 20 out of 30 respondents felt that stress reduces work
motivation.
Hence
to
keep
higher
levels
of
motivation
and
performance employees must keep lower stress levels and company

must cooperate.
50 percent of the feed back indicated that stress can be reduced by

proper distribution of work high concentration of work load in a
shorter time span develops stress. Hence work should be spread
such a way that the density is minimal any point of time.
Productivity is directly proportional to stress as per 20 out of 60

people. There fore stress must be kept under control so that
productivity is higher A top performer may become a non performer
under stress. A stress free person even of lower intelligence can
give better performance in a stress free environment.
5 day week was considered as one of the important methods of

improving productivity in a high stress environment. Therefore it is
a recommended to offer 5 day week so that 2 days rest will

regenerate the person to ensure performance excellence. Nearly 50
percents of respondents have conformed technology can help to
remove stress levels. If automation, robots and proper spread of
work load by use of machines and systems, can be ensured hence,
it is recommended to use technology and automation as viable
option for stress management.
As
per
more
than
50
percent
respondents
the
executives
performance in future will depend on how best men and machines

can be judiously mixed. Routine work taken over by systems and
technology where as only the thinking part will be left to be human
beings once the routine is removed, the fatigue levels comedown
and stress will reduce.
Respondents were divided on the question of mental work will

increase stress. It is recommended that leisure and properly
distributed one will not create stress although work load is more.
Infact human being enjoying more work if that work becomes a play
so companies must find out the ways of getting stress by hr
methods as above.
One of the important methods of stress reduction in many software

companies was found to be flexible work schedule this is also
confirmed by 36 out of 60 respondents flexible schedule provide

rest and relief from stress and there fore companies must plan work
and leisure simultaneously
Respondent were divided on the question of weather more people

lead to lower stress per person it is recommended that more people
may create confusions but work load may be distributed. We do not
recommend more people than required because right person for the
right job at the right time will solve the problem of stress.
28 out of 60 people confirm that technology can be used to reduce
stress. This is possible by simplifying the word, avoiding the routine
and laborious calculation and data crunching which can be taken
over by technology and machines hence it is recommended the use
technology for stress management.
RECOMMANDATION AND SUGGESTIONS:
The overall survey has brought out the fact that it is not the
quantum of work which produces stress but the way in which
work is distributed causes stress.
Therefore suggestions like flexible schedule, automation5 day

week, work distribution and ideal shift system etc. have been
recommended to manage the problem of stress.
In future the routine and data crunching operations will be

taken over by machines and systems leaving only the mental
work to be human being. Mental work will not require longer
hours of working like 8 hours shift spilling over to 10 to 15 hours
creating stress.
The task of thinking requires only a small fraction of time

where as currently larger number of work hours one taken due to
routine and figure work.
In future people will have to work only lesser number hours a

day only because most of the work will be done by computers.
This will provide enoroumous leisure which is automatically
leading to rest, entertainment and refreshment by which in the
next schedule. The person can work with motivation and produce
wonderful results, and pay scale will be changing.
The author feels that the aforesaid recommendations will help

the handle that will help the handle that problem of stress. Which
is otherwise creating frightening consequences as today?
Conclusions:
The summary has brought out that stress has lot of bearing on
executive performance. Respondents feed back indicated that stress
can be managed by proper work distribution, leisure, shift changes,

week end holidays, annual leave and allied measures.
It is recommended that responsibility is on the company to see that

above measures one properly implemented to create a stress free
climate in the organization. Employees need to put in their box to
relief stress as per recommendation given above.
BIBLIOGRAPHY:
1. Work place stress (concept and cases)

Edited by v.v. gopal
www.icfaipress.org/books
Websites:
www.hr.com
www.execstress.com
www.mindtools.com
www.dstress.com

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A Project Report

Project submitted in partial fulfillment for the award of the Degree of

I hereby declare that this Project Report titled EFFECT OF STRESS ON

Business Management, O.U., Hyderabad, is a bonafide work undertaken by

Name and Address of the Student

Signature of the Student

Stress as a nonspecific response of the body to any demand. The

We also understand that stress isn't limited to what goes on in our

The pressure on executives leading to psychological, damage, impact

I would like to thank Mr. T. Raghava Reddy Director and

encouragement and motivation.

I extremely thankful to Mr. Natarajan, GM, Human

SAT info tech, with out

Need For The Study

Scope and Limitations

Job stress management

Union nations peace keepers

Analysis and interpretation

Stress is a part of day to day living of every individual .The college

We have implied that it may be the onset of the midlife crisis.

To study the review of literature on stress level of executive

To identify how stress affects executive performance.

technologies. To suggest on action plan to implementation the

Need for the study:

Stress is that waking up in the middle of the night feeling thinking Im

What Causes Stress?

According to the authors of The Relaxation and Stress Reduction

cause of stress is our thoughts. How we interpret events can cause as

Stress management techniques:

Keep your energy up by eating several mini-meals a day. Dont skip

Exercise. Moderate cardiovascular exercise forces us to breathe

Be aware of the messages you send yourself. Messages

Try to be flexible with changes. A lot of us like the world to

Make time for sleep. If youre not rested, anything that

Get support. Talking to someone who is supportive helps people

Remember your priorities. Spiritual and religious practices

Technology Company works on Linux based SAP solutions spanning

Management and a range of support services.

The management team consists of friends who share one anothers

implementation, development, upgrade and support services having

The companys comprehensive range of Linux and SAP support

SAT InfoTech Pvt. Limited

Introduction to Stress Study itself is potentially very stressful with

changes different topics, lecturers, perhaps new housemates changes

Ways of managing stress you probably already have a number of

Challenging Negative Thinking

We all have thoughts continually going round in our heads. Often,

1. Identifying your negative thoughts:

2. Changing negative thoughts

5. How would someone else view this situation?

A basic factor in how we respond to a situation is the way in which we

Doing this means that we are not

getting a direct readout on the world, so our thoughts and beliefs

Normally, we each have our favorite Thinking

Errors - that is, a few that we tend to use.

1) All or Nothing Thinking

automatically imagine the worse case scenario: I made a mistake.

direct should statements towards others, you feel anger, frustration

thoughtless or She ought to be prompt

8) Labeling and Mislabeling

9) Personalization and Blame

10) Discounting the Positive: