mruganda _ 20135038

STRESS MANAGEMENT SPM, PDPU

1 | P a g e

STRESS MANAGEMENT

ASSIGNMENT

Submitted to:

Prof D.M.Pestonjee

Prof Satish Pandey

SPM, PDPU

Submitted by:

Mruganda Shah (20135038)

SPM, GM


2 | P a g e

Table of Contents What is STRESS? ........................................................................................ 3

What are the causes of STRESS in an organisation? .................................... 3

How to manage organizational STRESS? ..................................................... 4

What are the benefits of STRESS management? .......................................... 4

1. ORS Scale ............................................................................................. 5

Role Erosion ............................................................................................. 6

Causes ..................................................................................................... 6

Role Satisfaction ...................................................................................... 6

2. Role efficacy Index ................................................................................. 7

Role Efficacy Scale (RES) .......................................................................... 8

Role Making ............................................................................................. 8

Role Linking ............................................................................................. 9

3. How lonely you are? ............................................................................ 11

4. Self-rating anxiety scale ...................................................................... 11

5. Self-analysis ........................................................................................ 11

What is Solution-Focused Brief Therapy (SFBT)? .................................... 13

6. The trait hope scope ............................................................................ 14

7. Day to day experience ......................................................................... 14

8. MLQ .................................................................................................... 14

9. Life Satisfaction ................................................................................... 14


3 | P a g e

What is STRESS?

Stress is your body's way of responding to any kind of demand. It can be

caused by both good and bad experiences. When people feel stressed by

something going on around them, their bodies react by releasing chemicals

into the blood. These chemicals give people more energy and strength, which

can be a good thing if their stress is caused by physical danger. But this can

also be a bad thing, if their stress is in response to something emotional and

there is no outlet for this extra energy and strength.

What are the causes of STRESS in an organisation?

Organizational stress, according to the World Health Organization, is brought

on by:-

Poor job design,

Unsatisfactory management and

A lack of employee support.

Demands and pressure from either within or outside of the workplace

It can be derived from uncertainty over where the job will take the

employee,

Inconsistent or difficult expectations, interpersonal issues, or physical

demands.

The ramifications of organizational or job stress can be quite serious.

Addressing the causes of organizational stress can reduce absenteeism, boost

employee morale and reduce attrition in the workplace. According to a 2000

Gallup Poll published by the American Stress Institute, more than 80 percent

of workers experienced stress on the job; more than half of those stated that

they needed help in dealing with that stress.


4 | P a g e

How to manage organizational STRESS?

Stress management is an essential step for you to take once you have

determined you are facing stressful situations in your life, regardless of the

cause. Although there are helpful types of stress that enables you to cater this

added burst of energy into something positive and productive, it is not

recommended for your body. Long term stress can specifically produce

negative impacts on your health and is recognized to deteriorate your health

faster than some other diseases.

Furthermore, stress can reduce your capacity to perform and function well,

either at school or in the workplace. Therefore, stress isnt something to be

dismissed. Aside from the personal impacts you can experience from stress,

it also affects how you deal with the environment and the people in your lives.

What are the benefits of STRESS management?

It improves your overall health status.

You are able to assume a more positive attitude and outlook in life.

It increases your productivity since you are able to focus clearly on

your tasks.

You have better control over your emotions and how you respond to it.

And more importantly, you reduce or eliminate stress in your life.

We were given a great opportunity by our professors to asses our stress level

and find out the stressors in our life, below mentioned are some of the

parameters through which we were able to assess the stress and the stressors

in our life.


5 | P a g e

1. ORS Scale

Parameter Class Average My Score

IRD- Inter Role Distress 7.09 9 RS- Role Satisfaction 7.12 5 REC- Role Expectation Conflict 6.00 10 RE- Role Erosion 9.06 4 RO- Role Overload 6.00 4 RI- Role Isolation 6.94 9 PI- Personal Inadequacy 6.82 4 SRD- Self role distance 7.50 9 RA- Role Ambiguity 6.82 6 RIN- Role Inadequacy 5.91 9

From the above graph I can see that there is a great amount of deviation in

my scores from the class average.

0

2

4

6

8

10

12

Chart Title

Class Average My Score


6 | P a g e

Role Erosion and Role Satisfaction are the two places where there is high

deviation of my scores from the class average.

Role Erosion

Role Erosion is a term used to describe circumstances where a power

exchange relationship gradually and unintentionally takes on a

more vanilla outlook, focusing less on the dominance and submission.

Causes

In most cases, circumstances of life such as illness, jobs, family commitments

get in the way and prevent a focus on what made the relationship good for the

partners in the first place. What was initially a temporary situation forced by

circumstance can become a habit (or loss of a habit).

People's lack of willingness to work on the relationship, or inability to see what

is happening to it, is another major factor.

In many ways, the underlying causes of role erosion are common with the

demise any long-term relationship. A good relationship takes work but more

than that, it takes careful work with the efforts put in producing the desired

result.

Role Satisfaction

Role satisfaction is the degree to which there is agreement between

peoples roles and other aspects of their personal and social lives. Examples

would include:

Job satisfaction

Life satisfaction

Marital satisfaction

Relationship satisfaction


7 | P a g e

From an internal point of view someone might experience low role satisfaction

being a teacher if the level of classroom discipline does not meet their own

standards. From an interpersonal perspective someone may feel very satisfied

with their role as teacher, as this is what their parents wanted them to be.

Ways of managing stress.

a. What an organisation can do: The organisation to study their

executive role stresses for that the organisation to conduct stress

audit. In setting the stress in an organisation the distinction can be

made among three categories of variables.

b. -Casual stress variables

c. -Mediating stress variables.-End result variables.

USE of Scientific inputs: Disperse information on how to face the stressors in

the organisation and outside. People desire immense benefits from knowing

something about the fundamentals of the stress responses, dieting, exercise

and meditation.

I should look for role satisfaction. Role satisfaction can be achieved by doing

the work that I am doing in such a way which will help me Get an inner

satisfaction that the task assigned to me was done by me in the best possible

way in which I could do that. Moreover if the role that I am doing is not giving

me satisfaction that I should probably change the work that is done by me or

and do a ask or work which will give me higher motivation.

2. Role efficacy Index

The performance of a person working in an organization depends on his own

potential effectiveness, technical competence, managerial experience as well

as the design of the role that he performs in the organization. It is the

integration of the two that ensures a persons effectiveness in the

organization. Unless a person has the requisite knowledge, technical

competence and the skills required for the role, he cannot be effective. If the

role does not allow the person to use his competence, and if he constantly

feels frustrated in the role, his effectiveness is likely to be low.


8 | P a g e

The integration of a person and the role comes about when the role is able to

fulfill the needs of the individual, and when the individual in turn is able to

contribute to the evolution of the role. The more we move from role taking to

role making, the more the role is likely to be effective. Effectiveness of a person

in a role in an organization will depend on his own potential effectiveness the

potential effectiveness of the role, and the organizational climate.

Role efficacy would mean potential effectiveness of an individual occupying

a particular role in an organization. Role efficacy is the potential

effectiveness of a role.

The Role efficacy format followed by me was Role Efficacy Scale

Role Efficacy Scale (RES)

Role Efficacy Scale is a structured instrument consisting of 20 triads of

statement in each triad which describes his role most accurately. A

respondent marks one statement in each triad which describes his role most

accurately. These three alternatives are pre-weighted. There are two

statements for each dimension of role efficacy and the same scoring pattern

is followed.

Role Making

An employee needs to look forward to making and understanding his own

Role, rather than waiting for others to tell him what his Role is. This can be

achieved by:

Self -Role Integration: Integration between self-concept and Role demands

rather than distancing self from the Role.

Proactivity: Initiating actions on own rather than reacting to situations.


9 | P a g e

Creativity: Experimenting and trying new ideas/ strategies rather than

operating on routine.

Confrontation: Facing problem to attempt their solution rather than avoiding

the problems.

Role Linking An employee needs to look forward to Role linking and understand that his Role is an

important part of the system and is based on mutuality, rather than shrinking his Role.

This can be achieved by:

Role Linkage: Linkage of ones Role with others Role rather than being and

feeling isolated.

Helping Relationships: Giving and receiving help amongst Roles rather than

becoming hostile towards others.

Super ordination: Linkage of ones Role with larger entity rather than being

deprived.


10 | P a g e

Ten Aspects of Role Efficacy

The Role Efficacy index of mine is 64%. This shows that I need to still

strengthen my roles efficacy and work on role linkages and creativity part.


11 | P a g e

3. How lonely you are?

The class average is 34.06 while mine is 48 this is very high than normal

people and almost near to the maximum score of the class. The reason behind

this may be that I over think on issues and take all the things very personally

and am not very extrovert kind of the person.

4. Self-rating anxiety scale

The class average is 29.7 while that of mine is 37 this also quiet high from the

class average. This has a very high deviation from the scale and for which I

need to control my anxiety. This can be done only when I start becoming more

confident and do not feel nervous about the task that I do.

5. Self-analysis

The class average is 19 and 27 while mine is 29 and 30 respectively. In the

second form my score is in the range and need no improvement.

While for the form 1 the plan of action may be as follows:-


12 | P a g e

After a traumatic or violent event, it is normal to feel anxious about your safety

and security. Even if you were not directly involved, you may worry about

whether this type of event may someday affect you. How can you deal with

these fears? Start by looking at the tips below for some ideas.

Talk to and stay connected to others. This connection might be your

parent, another relative, a friend, neighbour, teacher, coach, school nurse,

counsellor, family doctor, or member of your church or temple. Talking

with someone can help you make sense out of your experience and figure

out ways to feel better. If you are not sure where to turn, call your local

crisis intervention centre or a national hotline.

Get active. Go for a walk, play sports, write a play or poem, play a musical

instrument, or join an after-school program. Volunteer with a community

group that promotes nonviolence or another school or community activity

that you care about. Trying any of these can be a positive way to handle

your feelings and to see that things are going to get better.

Take care of yourself. As much as possible, try to get enough sleep, eat

right, exercise, and keep a normal routine. It may be hard to do, but by

keeping yourself healthy you will be better able to handle a tough time.

Take information breaks. Pictures and stories about a disaster can

increase worry and other stressful feelings. Taking breaks from the news,

Internet, and conversations about the disaster can help calm you down


13 | P a g e

What is Solution-Focused Brief Therapy (SFBT)?

As the name suggests, it is about being brief and focusing on solutions,

rather than on problems. We learned a long time ago that when there is a

problem, many professionals spend a great deal of time thinking, talking,

and analysing the problems, while the suffering goes on. It occurred to a

team of mental health professionals at the Brief Family Therapy Center

that so much time and energy, as well as many resources, are spent on

talking about problems, rather than thinking about what might help us to

get to solutions that would bring on realistic, reasonable relief as quickly

as possible.

We discovered that problems do not happen all the time. Even the most

chronic problems have periods or times when the difficulties do not occur

or are less intense. By studying these times when problems are less severe

or even absent, we discovered that people do many positive things that

they are not fully aware of. By bringing these small successes into their

awareness and repeating the successful things they do when the problem

is less severe, people improve their lives and become more confident about

themselves.

And, of course, there is nothing like experiencing small successes to help

a person become more hopeful about themselves and their life. When they

are more hopeful, they become more interested in creating a better life for

themselves and their families. They become more hopeful about their

future and want to achieve more.

Because these solutions appear occasionally and are already within the

person, repeating these successful behaviors is easier than learning a

whole new set of solutions that may have worked for someone else. Thus,

the brief part was born. Since it takes less effort, people can readily become

more eager to repeat the successful behaviors and make further changes.


14 | P a g e

6. The trait hope scope

Class average : 47.25

My score : 44

The scores are in the range and hence acceptable

7. Day to day experience

Class average : 63.39

My score: 43

The scores scored by me are below the range. It is true as many a times I find

that something is bothering me but I dont come to know of it until someone

asks me or if I ponder over it in my alone time.

8. MLQ

Class average : 49

My score : 23

9. Life Satisfaction

Class average: 20

My score: 18

mruganda _ 20135038

Documents

causes of stress

organizational stress

benefits of stress management

gm stress management

role satisfaction

unsatisfactory management

role erosion

role efficacy scale