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A PROJECT REPORTON
STRESS MANAGEMENT
AT
MONARCH ANANTHA PVC PIPES PRIVATE LIMITED
ANANTAPUR.
SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF
MASTER OF BUSINESS ADMINISTRATION
BY
G.MANJUNATH KUMAR (H.T NO: 0011014014)
UNDER THE GUIDANCE
OF
Dr. P.VARAPRABHAKAR MHRM., ph.d.
(Asst. Professor)
DEPARTMENT OF BUSINESS ADMINISTRATION
YOGI VEMANA UNIVERSITY
VEMANAPURAM
KADAPA, YSR (dist).2010-2012.
DECLARATION
I G.MANJUNATH KUMAR, bonafied student of YOGI VEMANA
UNIVERSITY, VEMANAPURAM, KADAPA, hereby declare that the project
on”STRESS MANAGEMENT” is carried out by me at “MONARCH ANANTHA
PVC PIPES (P).LTD, ANANTAPUR ” in partial fulfillment for award of the
degree of Master of Business Administration Degree course during the Academic
year 2010-2012.
I hereby declare that this work is my own and this report has not been
submitted for the award of any degree or diploma to any university or organization
earlier.
DATE :
PLACE :
MANJUNATH KUMAR.G
(H.T.NO.:0011014014)
BONAFIDE CERTIFICATE
Certified that this project report titled “A STUDY ON STRESS
MANAGEMENT” “MONARCH ANANTHA PVC PIPES(P)LTD ,
ANANTAPUR ” is a bonafide work of Mr. G.MANJUNATH KUMAR (Reg.
No. 0011014014) who carried out the research work under my supervision.
Certified further that to the best of my knowledge the work reported here in does
not form part of any other Project Report or dissertation on the basis of which a
degree or diploma is awarded. .
ACKNOWLEDGEMENT
I would like to acknowledge and place on record my sincere sense
of regard an gratitude to Mr. VISHWANATH,.HR-Executive of MONARCH
ANANTHA PVC PIPES(P).LTD., ANANTAPUR for giving this opportunity
and guiding me throughout my project.
I take this opportunity to place on record my everlasting thanks
and feeling of gratitude to my Project Guide Dr.P.VARAPRABHAKAR
(MHRM.,ph.d.) (Asst. Professor),for his valuable suggestions and inspiring
guidance for completion of this project.
I thank staff of my college for their unstinted support and
encouragement in my entire endeavor throughout the preparation of the project
work.
I would also express my sincere gratitude to my parents, well-
wishers and friends for their support for the completion of this Project. .
(MANJUNATH KUMAR.G)
Table of contents
Chapters Page No
Chapter – I
Introduction of the Study
5 - 10
Chapter – II
Industry profile
Company Profile
11 - 17
Chapter – III
Research methodology
18 – 55
Chapter – IV
Analysis and Interpretation
56 - 71
Chapter – V
Conclusions
72 – 78
Chapter – VI
Bibliography and Questionnaire
79 - 83
INTRODUCTION OF THE STUDY
Introduction
A study on “Stress Management” is basically aimed at knowing the role
effeteness of Stress management with reference to “Monarch PVC” Anantapur.
The survey conducted presently enables the company to know the
satisfactory level of employees with the Stress Management system to know
whether the planned Stress management Approach worth the time and the effort
that are needed to make it effective.
INDUSTRY PROFILE
PIPE TECHNOLOGY TERMS AND CONCEPTS:
Pipe, hollow structure, usually cylindrical for conducting materials. It is used
primarily to convey liquids, gases, or solid suspended in a liquid for e.g. slurry and
also used for electric wires.
The earliest pipes were probably made of bamboo, used by the Chinese to
carry water 5000 B.C. The Egyptians made the first metal pipe of copper c. 3000
BC until the cast iron became relatively cheap in 18 th cent. Most pipes were made
of bored stone or wood, clay, lead and occasionally, copper or bronze. Modern
materials include cast iron. Wrought iron, steel, copper, brass, lead, concrete,
wood, glass and plastic. Bending strips of steel into the form of a tube and welding
the longitudinal seam either by electric resistance, by fusion welding or by heating
the tube and pressing the edges together makes welded steel pipe. Seamless pipe is
made from a solid length of metal pierced lengthwise by a mandral with a rounded
nose.
Steel pipe introduced in the early 20th century is widely used for conducting
substances at extremely high pressures and temperatures. Cast –iron pipes, which
came into common use in the 1840’s, resist corrosion better than steel pipes and
are therefore frequently, used under ground. Clay and concrete pipes usually carry
sewage, and concrete pipes are also used to carry irrigation water at low pressures,
for moderate pressures the concrete is reinforced with steel or mixed with
asbestos. Seamless copper and brass pipes are used for plumbing and boilers
because of its softness and resistance to corrosion. Lead is used for flexible
corrections and for plumbing that doesn’t carry drinking water. The chemical and
food industries are used glass pipes. During World War II manufacturers
developed plastic pipes to replace metals that were in short supply. Today PVC
pipe is widely used to carry wastewater as well as certain corrosive liquids.
A pipe line carries water, gas, petroleum and many other fluids long
distance in lying an oil pipeline. 40’ft (12-m) sections of seamless steel pipe are
electrically welded together while held over a trench. Before being lowered into
place the pipe is coated with a protective paint and wrapped with a substance
composed of treated asbestos felt and fiber glass. Pumping section located 50 to 75
ml (80-120Km).
A part boosts the dwindling pressure back up as much as 1500’lb per inch. The
piping must be kept clean either by applying a negative electric charge to the pipe
or by regular use of a “pig” or scribbling ball, inserted at one end and carried along
by the current. An oil pipeline 6 inches (15 cm) to 24 Inches (60cm) in diameter
will move its contents at about 3 to 6 ml (5-10) per hr.
Water has moved since ancient times in pipe lines called aqueducts. The
first natural gas and petroleum pipe line in US. Were builds during the 19th Cent.
Today in most part of the world pipelines are as extremely important means of
transporting divers fluids. The Trans-Arabian pipeline, which carried oil from the
Persian Gulf to the Mediterranean, is over 1000ml (600 km) long. There is more
than 180000 ml (288000) Km of pipelines in the United States alone.
COMPANY PROFILE
ORIGIN:
Rayalaseema is an economically backward area in Andhra Pradesh, was
rarefied region for industries. A dynamic entrepreneur Sri. S.P.Y. Reddy who is
basically Mechanical Engineer started a unit at Nandyal, which manufactured
black pipes in 1977. The determination and hard work of Sri. S.P.Y. Reddy helped
him to overcome the problems faced by the company in the initial years, and with
financial assistance from local commercial banks. The company could overcome
the problems of the merger and is running smoothly.
Later the company started manufacturing of PVC Pipes, which terminated the
manufacturing of black pipes. This resulted in the formation of a Pvt. Ltd.
Company called “SUJALA PIPES PVT LTD: with Sri. S.P.Y. Reddy as the
Managing Director.
The only major competitors to the company are Sudhakar Pipes. The
only backdrop to it is the competition from local brands. As the majority of
customers are farmers, they consider cost than quality. The company has to make
lot of efforts to make them aware of the company’s quality standards to them.
SIZES:
Various sizes ranging from ½ to 10 are offered to customers. Even pipes with
different gauges and sizes are manufactured to suit specified conditions.
PACKING:
Packing plays less important role into the products like PVC pipes because the
hallow space inside can be utilized. For the purpose of cubic space utilization in
trucks while transport, organization is adopting the technique like “pipes in pipes”.
PAYMENT PERIOD:
For Monarch brand ,the company adopts zero credit policy and goods
are not delivered on cash and carry method.. For Monarch and Sagar brands credit
is entitled up to a week. The difference between these brands is due to brand
image.
COVERAGE:
At present Andhra Pradesh, parts of southern states of Karnataka,
Tamilnadu and Kerala are ambit of Sujala Pipes Pvt. Ltd. The company extended
their sales in the regions shown below.:
1979 - Nandyal Region (Polyphone Pipes)
1984-85 - Rayalaseema Region (PVC Pipes)
1985-86 - Telangana Region
1986-87- Karnataka and Andhra Pradesh
1988 – 91 Tamilnadu and Karnataka
1991-94 Kerala
TRANSPORTATION:
The transportation department of Sujala pipes Pvt. Ltd is very admirable.
This unique strength of the organization enables the dealers to reduce inventory
levels to the minimum. Thus dealers are also supplemented with dealers to reduce
inventory levels to the minimum. Thus dealers are also supplemented with the
benefit of the lower tied-up capital in the form of inventory.
GENERAL INFORMATION ABOUT THE COMPANY:
The company is equipped with sophisticated laboratory to carry all tests to
ascertain out going quality level of the pipes. A Nandi pipe has the I.S.I.
Trademark, which speaks for itself for the quality of the pipes. Numbers of
statistical quality control techniques are applied to sustain the quality level of the
product.
Managers at the company are dynamic and are well-educated Supervisory
staff or intermediate managerial staff though proficient in their area, they are not
highly educated. Most of the employees are skilled is the uniqueness of workers
in Sujala pipes Pvt. Ltd. There is non-indulgence in trade union activities.
As the company is located in industrial estate of Nandyal, it is facilitated
with good communication networks, which includes telex, fax machine and
internet. Company has also got the support of electronic data processing.
The company’s major strength is considered to be transportation vehicles;
a unique cash outflow justifies itself by providing good reputation of the company
through improved customer service.
FINANCIAL DEPARTMENT:
Through initially the company approached the external sources for
financial aid, now the financial status of the company is very sound and is being
run only with self-finance excepting for loans taken for hypothecation of
machinery and stock from SBI , Nandyal. The company follows cash and carry
policy for Nandi brand. The product is not delivered until the cash is paid and
Finance Department with the help of Marketing Department looks after these
transactions.
MARKETING DEPARTMENT:
Marketing manager reports to Executive Director. An assistant marketing
manager who reports and 20 salesmen headed by 30 sales representatives who are
headed by assistant marketing manager, heads the marketing department.
Marketing mix and advertising particulars of Sujala Pipes Pvt. Ltd., shows the
department’s effective management of the marketing department in the
organization.
PERSONAL DEPARTMENT:
The personnel department consists the details of the executives and
workers of the organization. The organization is formed with Sri. S.P.Y Reddy as
the Managing Director and an Executive Director who reports Managing Director.
Two marketing managers, financial manager, public relations officer and quality
control officer who all reports to Executive Director. Other than executives there
are thousand workers in the organization. Panel consisting of Managing Director,
executive director and managers of concerned departments makes the recruitment
and selections of persons. Apart form the attractive salaries company provides
health care facilities.
PURCHASING DEPARTMENT:
The perplexing situation i.e. conformed by the manufacturers of the PVC pipes
is scarcity of resin. Though the govt. of India has taken various steps to improve
supply conditions of PVC resin, the Indian manufacturers could meet only 50
percent of demand and remaining 50 percent is met from the imports.
The major petrochemical companies are:
Sri Ram Vinay Ltd.
Chem-plast Ltd.
Reliance petrochemical Ltd.,
National organic chemical industries Ltd.,
Indian petrochemical industries Ltd.
Process:
The main raw materials are HDPE granules, PP granules. The
manufacturing for pipes consist of mixing various resigns along with coloring
materials in a mixture and the prepared material is fed to the extruder.
In the extruder, the material is heated to the required politicizing temperature
(190deg. Centigrade to 230 deg. Centigrade) the extruded through the die hard to
form the pipe. The hot pipe coming out of the extruder is cooled in a water bath to
retain the final shape. The pipe coming out of the extruder is guided through the
water bath suitable transaction system. The temperature of the water is maintained
by circulating through the cooling toward and with the help of a chilling plant.
The required length of the pipe is cut with a planetary saw. The cut lengths are
titled by titling units and get corrected in the pipe rack attached to the tilting
frames. Later they are stocked separately. The company has entered into a
technical has its own processing technology.
ANANTHA PVC PIPES PVT LTD:
Monarch Pipe Ltd was incorporated in the year 1986. The factory is
situated at NH-7, Hampapuram village, Rapthadu mandal and Anantapur district.
It was taken over by nandi grop co, and it is one of the sister company among
Nandigroups. Its annual production capacity is 16000 Mts. And it is one of the
leading manufacturers of PVC Pipes in south India.
The company is equipped with technical collaboration from Batten field of
west Germany. It has made possible few other small ventures. Pipes are sold
under brand names of KOHINOOR and KRISHNA., MONARCH.
Anantha PVC Pipes with their good quality, trouble free services, durability
and commercial use or a better choice than mild steel, galvanized steel, cast iron
and plastic pipes. The company is managed by a term of professionals under the
guidance of a young, experienced and well-qualified dynamic managing director
Mr. S. SREEDHAR REDDY.
APPLICATIONS OF UPVC PIPES:
Agriculture and irrigation schemes.
Rural & Urban water supplies scheme.
Tube well casing.
Gas and Oil supply lines.
Industrial effluent disposal.
Sewerage and drainage scheme.
Air-condition ducting.
Building installations
Industrial ducting.
RESEARCH METHODOLOGY:
Need for Study:
One the employee is selected in an organization; they are trained and motivated
to take up the job/task assigned. After sometime, the Stress of the employee is
assessed and evaluated through a system called “Stress Management”. Stress
Management is which helps the management in decision making on the
promotions, retention, and productivity of the employee etc,. It also helps the
management to have quick review of the cases of employees who need any training
or counseling for their Stress.
Objectives of the Study:
To analyze the ongoing stress Management system in “Monarch
PVC”.
To know the stress management system of employees in Monarch
PVC’.
To assess the method the organization uses to decrease stress.
To evaluate whether the present stress management system serves as a
basis for other HR programs (Selection, Training, Promotions, Transfers,
etc…..)
To find out the benefits to the employees from the organization after
assessing their stress management system.
To find out the self-performance to decrease stress will be necessary
for review for employee stress management.
To suggest and recommend possible alternatives, if any, in improving
the stress management system.
To find out the present stress management system is sufficient enough
to motivate the employees or not.
To understand the current state of research into stress.
Methodology:
Research is scientific & systematic search for pertinent information on a
specific topic. The meaning of research is “A Careful Investigation or inquiry
especially through search for new facts in any branch of knowledge”.
Objectives of research:
To gain familiarity with phenomenon or to achieve new insights into
it.
To portray accurately the characteristics for a particular individual,
situation or group.
To determine the frequency with which something occurs or with
which it is associated with something else.
To test a hypothesis of a casual relationship between variables.
Data is the empowered information about the problem chosen. The data is
considered as raw material used in the interpretation part of the project work used
to find out the hidden problem of the topic chosen. Thus the collected data is
analyzed and interpreted to find out the exact reason for the problem and to give
out appropriate suggestions to overcome the problem.
The data relevant to problem identified is available in two forms they are:
Primary Data
Secondary Data
Primary Data:
Primary data includes interaction with the employees by direct method by
administrative questionnaire to the employees.
Secondary Data:
It collected from various books on the topic of research various records
maintained by personnel department of “Monarch PVC” and different publication
and manual of Monarch PVC.
Methodology and Database:
The proposed methodology involves the study of the various policies,
guidelines, printed material, booklet, Primary & Secondary material and
discussions with the executive in the Personnel Department.
Sampling:
It is not always necessary to collect data from the whole organization. A small
representative may serve the purpose. A sample means group taken from a large
lot. The small group should be miniature cross-section and really “representative”
in character. This selection process is called sampling.
Sample size:
Samples are devices for learning about large masses by observing a few
individuals.
Method of sampling:
The method adopted here is random sampling method. A random is one where
each item in the unversed has an equal chance of known opportunity of being
selected.
LIMITATION OF THE STUDY:
The study is limited to the policies and practices being followed in
Monarch PVC:
Time factor is the main constraint, as the time allowed to complete
the project report, it was not possible to study in depth.
To study of project period was too short, so the findings and
suggestions may or may not be applicable for long time.
Sampling error is not taken into consideration.
Employees are not interested in answering to the questions.
As the method adopted is Random Sampling, results may not be
accurate and believable.
As the sample size is 60, whole of the fact could not be collected.
The findings of the study are confined only to the question
asked in the questionnaire and through personal interview.
THEORETICAL BACKGROUND:
Understanding Stress & Stress Management:
It defines stress and then explains the fundamental mechanisms behind it. Next,
it shows employees the effects that stress has on their health and on their
performance. Finally, it introduces employees to the different approaches to stress
management.
It also introduces to the fundamental principles behind stress management.
While the techniques on this project cover the most common sources of stress, a
good understanding of the fundamentals will help to adapt to these tools and create
new ones to handle unique situations.
Introducing stress management
Finally, we look at the three types of approach to managing stress:
action oriented (reducing stress by taking action);
perception oriented (dealing with attitudes and emotional responses to
stress);
And survival oriented (living and coping with stresses that cannot be
otherwise resolved).
There have been many different definitions of what stress is, whether used by
psychologists, medics, management consultants or others. There seems to have
been something approaching open warfare between competing definitions: Views
have been passionately held and aggressively defended.
Problems of Definition
One problem with a single definition is that stress is made up of many things: It
is a family of related experiences, pathways, responses and outcomes caused by a
range of different events or circumstances. Different people experience different
aspects and identify with different definitions.
Now, the most commonly accepted definition of stress is that “stress is a
condition or feeling experienced when a person perceives that demands exceed
the personal and social resources the individual is able to mobilize”.
People feel little stress when they have the time, experience and resources to
manage a situation. They feel great stress when they think they can't handle the
demands put upon them. Stress is therefore a negative experience. And it is not an
inevitable consequence of an event: It depends a lot on people's perceptions of a
situation and their real ability to cope with it.
“Fight-or-Flight”
Some of the early work on stress established the existence of the well-known
fight-or-flight response. His work showed that when an animal experiences a shock
or perceives a threat, it quickly releases hormones that help it to survive.
These hormones help us to run faster and fight harder. They increase heart rate
and blood pressure, delivering more oxygen and blood sugar to power important
muscles. They increase sweating in an effort to cool these muscles, and help them
stay efficient.
In the business environment, this exhaustion is seen in “burnout”. The classic example comes
from the Wall Street trading floor: by most people’s standards, life on a trading floor is stressful.
Traders learn to adapt to the daily stressors of making big financial decisions, and of winning and losing
large sums of money. In many cases, however, these stresses increase and fatigue starts to set in.
Stress and the way we think particularly in normal working life, much of our stress is subtle and occurs
without obvious threat to survival. Most comes from things like work overload, conflicting priorities,
inconsistent values, over-challenging deadlines, conflict with co-workers, unpleasant environments and
so on.
Stress is a matter of judgment:
In becoming stressed, people must therefore make two main judgments: firstly
they must feel threatened by the situation, and secondly they must doubt that their
capabilities and resources are sufficient to meet the threat.
Stress and Employee’s Health:
The survival benefits of the fight-or-flight response, as well as the problems
this caused for our performance in work-related situations. We've also seen the
negative “burnout” effect of exposure to long-term stress. These effects can also
affect your health – either with direct physiological damage to your body, or with
harmful behavioral effects.
The behavioral effects of stress:
The behavioral effects of an over-stressed lifestyle are easy to explain. When
under pressure, some people are more likely to drink heavily or smoke, as a way of
getting immediate chemical relief from stress.
Others may have so much work to do that they do not exercise or eat properly.
They may cut down on sleep, or may worry so much that they sleep badly. They
may get so carried away with work and meeting daily pressures that they do not
take time to see the doctor or dentist when they need to. All of these are likely to
harm health.
Stress and heart disease:
The link between stress and heart disease is well established. If stress is
intense, and stress hormones are not ‘used up’ by physical activity, our raised heart
rate and high blood pressure put tension on arteries and cause damage to them. As
the body heals this damage, artery walls scar and thicken, which can reduce the
supply of blood and oxygen to the heart.
Other effects of stress:
Stress has been also been found to damage the immune system, which explains
why we catch more colds when we are stressed. It may intensify symptoms in
diseases that have an autoimmune component, such as rheumatoid arthritis. It also
seems to affect headaches and irritable bowel syndrome, and there are now
suggestions of links between stress and cancer.
Stress and employee’s Performance:
So far, we have seen that stress is a negative experience. We have seen the
short-term negative effects that stress hormones can have on their performance,
and have seen how stress can contribute to burnout.
The Positive Effects of Pressure:
Sometimes, however, the pressures and demands that may cause stress can be
positive in their effect. One example of this is where sportsmen and women flood
their bodies with fight-or-flight adrenaline to power an explosive performance.
Another example is where deadlines are used to motivate people who seem bored
or unmotivated. We will discuss this briefly here, but throughout the rest of this
site we see stress as a problem that needs to be solved.
Pressure & Performance:
The relationship between pressure and performance is explained in one of the
oldest and most important ideas in stress management, the “Inverted-U”
relationship between pressure and performance (see below). The Inverted-U
relationship focuses on people’s performance of a task.
The right hand side of the graph is more complex to explain.
Negative Thoughts Crowd employee’s Minds:
We are all aware that we have a limited short-term memory: If you try to
memorize a long list of items, you will not be able to remember more than six or
eight items unless you use formal memory techniques. Similarly, although we
have huge processing power in our brains, we cannot be conscious of more than a
few thoughts at any one time.
Entering a State of “Flow” When you are operating in your “area of best
performance”, you are normally able to concentrate, and focus all of your attention
on the important task at hand.
Helping Yourself to Get Into Flow:
One of the frustrations of management is that managers can feel that they lose
the ‘right’ to these periods of deep concentration when they must be readily
available to others, and be able to deal with the constantly changing information,
decisions and activities around them. Studies of good managers show that they
rarely get more than a few minutes alone without distraction. This alone can be
frustrating, and can contribute strongly to managerial stress.
Introducing Stress Management:
Stress is that stress is a condition or feeling experienced when a person
perceives that demands exceed the personal and social resources the individual is
able to mobilize. From our definition, you can see that there are three major
approaches that we can use to manage stress:
Action-oriented: In which we seek to confront the problem causing
the stress, changing the environment or the situation;
Emotionally-oriented: In which we do not have the power to change
the situation, but we can manage stress by changing our interpretation of the
situation and the way we feel about it; and
Acceptance-oriented: Where something has happened over which we
have no power and no emotional control, and where our focus is on
surviving the stress.
Action-oriented approaches - best where you have some control:
To be able to take an action-oriented approach, we must have some power in
the situation. If we do, then action-oriented approaches are some of the most
satisfying and rewarding ways of managing stress. These are techniques that we
can use to manage and overcome stressful situations, changing them to our
advantage.
The Action-oriented sections of this site are:
Cope with the Stress of Work Overload
Survive the Stress of Problem Jobs
Deal With Problem People
Manage Environmental Stress
Manage Performance Stress
Avoid Burnout
Emotionally-oriented approaches - subtle but effective:
This section of stress.mindtools.com explains the fundamental ideas behind
stress management. By understanding these ideas, you can see how the tools on
this site work for most common sources of stress, and can understand how to adapt
them or create new tools to handle unique situations.
Definitions and mechanisms:
It introduces the debate over the definitions of stress, and gives the most
commonly accepted definition: that stress is experienced when a person perceives
that demands exceed the personal and social resources that the individual is able to
mobilize. It also brings in the intertwined instinctive responses to unexpected
events and threats that are so much part of stress.
The Inverted-U and stress management
We then looked at the “Inverted-U” relationship between pressure and
performance. We saw that when pressure is low, performance is normally low as
other activities compete for attention. When pressure and stress are high, anxieties
and disturbances can overload our thinking, reducing our ability to concentrate on
a task, and thereby reducing our performance. However, we saw that there is a
medium level of pressure, at which we can concentrate effectively. At this level of
pressure, we can enter a state of intense concentration or ‘flow’, in which we do
our best work. The goal of stress management is to help us to manage stress so
that we can maintain this state of flow and deliver exceptional performance.
In doing this, there are three different stress management approaches that we
can use:
Action-oriented
Emotionally-oriented
Acceptance-oriented
An action-oriented approach is often best used when you have some power to
change a situation. Where you do not have power, it may be appropriate to take an
emotionally oriented approach.
Stress SWOT Analysis:
Introduction:
SWOT Analysis is a useful technique used for understanding an organization’s
strategic position. It is routinely used to identify and summarize:
Strengths: The capabilities, resources and advantages of an
organization.
Weaknesses: Things the organization is not good at, areas of resource
scarcity and areas where the organization is vulnerable.
Opportunities: The good opportunities open to the organization,
which perhaps exploit its strengths or eliminate its weaknesses.
Threats: Things that can damage the organization, perhaps as people
exploit its limitations or as its environment changes.
The Stress SWOT tool is a variant of this technique, focused on helping you to
understand your unique strengths and weaknesses in the way you manage stress. It
also helps you to identify the resources you have available to you, and points out
the consequences of managing stress poorly.
Strengths:
To use the tool, start by listing your strengths. Write down:
Your personal strengths – things you are good at and people respect
you for, your areas of good experience, etc.;
Your support network – family, friends, professional or other
networks, government services, powerful contacts, co-workers, your team,
etc.; and
The resources you can draw on – money, assets, power, etc.
Next, work through your stress diary and look at the times where you managed
stress well. Write down the practical skills you used to do this -these are likely to
be your stress management strengths. Finally, look back into the past, and think
about times when you handled intense stress successfully. Again, write down how
you did this.
Weaknesses:
Next, list your personal weaknesses and the limitations in your position. Write
down:
Personal weaknesses – areas where you are aware that you are not
strong, or things that people fairly criticize you for;
Lack of resources – where other people at your level have access to
these resources, or where the absence of resources is impacting your
situation; and
Bad situations – where you are experiencing problems with your job
or relationships, or where you have a poor living or working environment.
Challenge these weaknesses rationally to ensure that they are fair and genuine,
and that you are not being excessively harsh and self-critical. At the same time,
challenge whether you could realistically expect more resources to be available.
Then work through the stress diary again, looking at the times where you did
not handle stress well. Identify where you have problems managing stress. Again,
look into your past at stressful situations. Where you think you handled stress
poorly, write down why you think this was the case.
Opportunities:
In the Opportunities section, brainstorm the opportunities you have available to
you.
First, work your way through the strengths you have identified. Ask yourself
how you can draw on these strengths to help you manage stress. For example, are
there people whose job it is to help you? Are there people whose help you could
call on? Could you pay people to take on tasks you do not have time for? Are you
fully using the tools or assets you have available? Could you use your skills and
strengths in one area to help yourself in another area?
Threats:
In the threats section, consider the consequences of leaving your weaknesses
uncovered. Consider the damage to relationships, career and happiness that would
come from failing to manage stress.
Use this consideration of the downside as a spur to ensure that you take stress
management seriously!
Summary:
A Stress SWOT Analysis helps you to understand your unique position with
respect to stress management.
By looking at strengths, you ensure that you recognize all of the personal
strengths, skills, resources and social networks that can help you manage stress.
By looking at your weaknesses, you identify areas you need to change in your
life, including new skills that you need to acquire.
Making a Stress Management Plan
The diagram below shows the stages of the stress management planning
process:
We looked at the first stage of this process in our articles on the Schedule of
Recent Experience, Stress Diaries and Stress SWOT. If you have used the tools we
discussed, you should already have a good idea of the most important sources of
stress in your life.
List and Prioritize the Sources of Stress in Your Life:
The next step is to prioritize these sources of stress so that you can separate the
important stressors that must be dealt with from the minor, infrequent irritations
that do not need as much attention.
Work out How to Target Each Source of Stress
A good way of doing this is to work through the most important stressors on
your list one-by-one. For each source of stress, work through the Stress Key. This
will help you find the techniques that are most relevant.
Coping with Work Overload
Workload issues lie behind much of the stress we experience. Not only can a
heavy workload be tiring in its own right, it often drives us to work much longer
hours than we would really like. This means that we spend time working that we'd
prefer to use for the things that give life value. It also means that we're working
when we should really be resting. Worse than this, a heavy routine workload leaves
us little time to deal with the emergencies that come up from time-to-time. This
adds to the feeling of being "out of control" that is so much part of stress.
Job Analysis - Understand the reality of employee’s job
Introduction: To do a good job, you need to fully understand what is expected of
you. While this may seem obvious, in the hurly-burly of a new, fast-moving, high-
pressure role, it is oftentimes something that is overlooked.
Job Analysis is a useful technique for getting a firm grip on what really is
important in your job so that you are able to perform well. It helps you to cut
through clutter and distraction to get to the heart of what you need to do. And it
shows you the tasks you should try to drop.
Using the Tool: To conduct a job analysis, go through the following steps:
1. Review formal job documentation:
o Look at your job description. Identify the key objectives and
priorities within it.
o Look at the forms for the periodic performance reviews. These
often show precisely the behaviors that will be rewarded and, by
implication, show those that are not respected.
o Find out what training is available for the role. Ensure that you
attend appropriate training so that you know as much as possible
about what you need to know
o Look at incentive schemes to understand the behaviors that
these reward.
2. Understand the organization’s strategy and culture:
Your job exists for a reason – this will ultimately be determined by the
strategy of the organizational unit you work for. This strategy is often
expressed in a mission statement.
3. Find out who the top achievers are. Make sure you understand
why they are successful:
Inside or outside the organization, there may be people in a similar role
to you who are seen as highly successful. Find out how they work, and what
they do to generate this success. Look at what they do, and learn from them.
Understand what skills make them successful, and learn those skills.
4. Check that you have the people and resources to do the job:
The next step is to check that you have the staff support, resources and
training needed to do an excellent job. If you do not, start work on obtaining
them.
5. Confirm priorities with your boss:
By this stage, you should have a thorough understanding of what your
job entails, and what your key objectives are. You should also have a good
idea of the resources that you need, and any additional training you may
need to do the best you can.
Summary:
Job analysis is a five-step technique for:
Understanding and agreeing what you need to do to perform well in
your job;
Ensuring that you and your boss agree on the areas you should
concentrate on when time gets tight; and the areas that can be de-emphasized
during this time; and
Making sure that you have the resources, training and staff needed to
do a good job.
Time Management
Good time management is essential if you are to handle a heavy workload
without excessive stress. By using time management skills effectively, you can
reduce work stress by being more in control of your time, and by being more
productive. This ensures that you have time to relax outside work.
The central shift of attitude within time management is to on results.
concentrate not on activity.
To this end, it embraces a range of skills that help you to:
Assess the value of your time, understand how effectively you are
using it, and improve your time use habits;
Focus on your priorities so that you focus on the most important jobs
to do, delegate tasks where possible, and drop low value jobs;
Manage and avoid distractions; and
Create more time.
Time Management helps you to reduce long-term stress by giving you
direction when you have too much work to do. It puts you in control of where you
are going, and helps you to increase your productivity. By being efficient in your
use of time, you should enjoy your current role more, and should find that you are
able to find the time to relax outside work and enjoy life.
Valuing Time - Find out what time is worth
Introduction:
A first step in good time management is to understand the value of your time.
If you are employed by someone else, you need to understand how much your
employer is paying for your time, and how much profit he or she expects to make
from you. If you are working for yourself, you should have an idea of how much
income you want to bring in after tax. By working these figures back to an hourly
rate, this gives you an idea of the value of your time.
Using the Tool:
Calculating the Value of Your Time:
If you are an employee and you don’t have a charge-out rate, estimate the annual value of your
time using the table below (we show you later how to estimate these figures if you can't get hold of
them).
Your salary
Add Your benefits
Add Employer's payroll tax
Add A contribution for rent, equipment, heat, light, etc.
Add A contribution for overheads and supporting
services
Add Profit expected
Total:
These figures can be difficult to get hold of. As all we need is an approximate
figure, the following may help:
Your salary and benefits: you should know! The value of benefits will
often be shown on, for example, end-of-year tax statements.
Employer's Payroll Tax: is dependent on the country you live in. Your
Human Resources or Accounting Department may be able to tell you this.
Contribution for rent, equipment, heat, light, etc: it is difficult to get to
this figure unless you can read the accounts of your organization. With this
in mind, you can use a value of 10% of your salary and benefits as a 'rule of
thumb.
Profit Expected:
In reality, this will depend on the sector you are in. Again, in the absence of
reliable figures, use a value of 50% of all other costs as the profit you should bring
in. This is a good value for a company that.
sells people's time. Other businesses may expect greater profit from your activity.
Effective Planning:
Managing deadline stress on complex projects:
To Do Lists are important tools for daily planning. They are, however, not
sufficiently powerful for planning large or complex jobs. This difference is most
notable when jobs have high visibility, must be completed to a deadline, or involve
coordinating many people to achieve a single goal. For these, some level of
planning is appropriate.
Surviving the Stress of Problem Jobs:
This looks at surviving the more subtle stresses that come with jobs that are not
well-designed. Stress here mainly comes from inconsistent and conflicting
priorities, lack of obvious career prospects and activities that are intrinsically
stressful.
A World of Rapid Change:
Jobs can be particularly unstable and inconsistent in fast-changing
organizations. This is evidenced even more when organizations are new, have
recently changed their strategy, or are taking on new and more complex work. This
will continue to be the lot of many organizations as globalization and the impact of
technology force change in the business environment. In these cases, job designs
can be non-existent, or can quickly become inconsistent and out of date.
Finding the Positives:
This all sounds quite negative. Yet, in the right organization, a lack of structure
and system can be intensely stimulating. Fast-growing organizations can offer
tremendous opportunities for quick career advancement. These organizations can
face enormous challenges, and working through these can give a tremendous sense
of achievement. Lack of structure also means that there is plenty of opportunity to
get experience (albeit sometimes quite shallow experience) in a wide variety of
roles.
An important point to remember:
When employers create jobs, they have no obligation to make them pleasant or
rewarding. Some employers will care little about anything other than their own
reward. It is up to you to find jobs with good employers, and in some cases, you
need to recognize that the best option may be to leave bad ones.
1) Review the formal documentation on the job:
Look at the most recent job description that exists. Identify the key
objectives within the job description and the priorities identified within it.
a)Look at the forms for any periodic performance reviews. These should show
precisely the behaviors that will be rewarded, as well as those that will be
punished.
b)Find out what training is available for the role. Ensure that you attend
appropriate training so that you know as much as possible about your role, and any
expectations of you in this role.
c)If any of these are not available, write down what you believe the roles,
responsibilities, objectives and performance criteria to be. You should then work
through these with your boss.
1. Understand the Organization’s Strategy:
Your job will exist for a reason, and this will be determined by the strategy
of the organizational unit you work for. This is often expressed in a mission
statement. In some way, what you do should help the organization achieve its
mission (if it does not, you have to ask yourself how secure the job ).
2. Understand the Organizational Culture:
Similarly, every organization has its own culture – its own, historically
developed values, rights and wrongs, and things that it considers to be
important. If you are new to an organization, talk through with established,
respected members of staff to understand these value.
Find out who the top achievers are, and understand why they are
successful:
Inside or outside the organization, there may be people in a similar
role to you who are seen as highly successful. Find out how they work, and
what they do to generate this success. Look at what they do and learn from
them. Understand what skills make them successful, and learn those skills.
3. Understand where your career could go from here:
If you find, as you work through this, that little thought has been put
into the design of your job, chances are that career progression from this
position has not been considered.
4. Check that you have the people and resources to do the job:
The next step is to check that you have the staff support, resources and
training that you think are needed to do the job well. If you do not, make a
note of this, as well.
Working with Problem People
It shows you how to stand up for yourself assertively so that you can defend
your rights in a fair and adult way. It looks at simple techniques for managing
unreasonable demands. It introduces important tools that help you to manage your
relationships with powerful people so that they support and help your activities
rather than undermining them.
Managing Environmental Stress:
We experience a variety of small environmental stresses every day. These
range from the frustrations of commuting to badly organized workspaces, poor
economics and many, many others. While these are small things, they can all add
up to make life more stressful - we call this "background stress”. By managing the
small stresses in our life, we can reduce the impact of the major stresses when they
occur.
Managing Environmental Stress:
In looking at managing environmental stress, we will look at the stress you
experience throughout your working day. We start with the crowding and
frustration that can be an every-day part of our commutes to work. We then look at
improving our working environments once we have arrived.
Minimizing Commuting Stress:
However it is done, commuting can be a source of unpleasant stress.
If we commute by car, then we can experience stress from congestion, physical
discomfort, air pollution and noise.
Minimizing Stress in Working Environment:
An obvious case is where the people and resources you need are not
immediately at hand. Here, physical barriers and distance stand in the way of being
able to work efficiently. This obviously obstructs people's achievement of work
goals and causes stress accordingly. Building Defenses against Stress This is one
part of dealing with intense long-term stress. Other parts involve developing
support networks to relieve stress, and adopting enjoyable pastimes to
counterbalance the unpleasantness of stress. Again, we look at these here.
Managing Stress with Regular Exercise:
Taking frequent effective exercise is one of the best physical stress-reduction
techniques available. Exercise not only improves your health and reduces stress
caused by unfitness; it also relaxes tense muscles and helps to sleep.
Minimizing Environmental Stress - A Recap:
Our environment is an important contributor to our lifestyle. We looked at this
in detail in our section on Environmental Stress. This article briefly recaps on the
key points in that section. Things that we could do to improve our environment
included making sure that:
We have enough privacy when we need it, and enough social
interaction when we want it;
Our furniture is designed well, is comfortable and properly adjusted;
Our space is well lit, and that light is not too dim, too bright or too
direct;
Air quality is good and that it is free of hidden pollutants; and that
Our living and working environments are pleasant and well
maintained
Managing Performance Stress:
We all know the feeling of sickness in our stomach before an important
presentation or performance. We also know how excessive pressure can undermine
our ability to perform well in these situations.
Performance Planning - Planning to Manage Distractions:
So far, we have looked at a range of tools that help you to prepare for stressful
events. We have shown you how to reduce uncertainty and rehearse properly for
the event. We have also looked at Thought Awareness, Rational Thinking and
Positive Thinking, so that you can manage the fears, anxieties and negative
thoughts that you might have about the event.
Stress & Perception - Thinking Stress Away:
In many cases, situations do not cause all of the stress that we experience.
Sometimes, our reaction to circumstances (and what we say to ourselves about
them) contributes to the stress we experience.
How Negative Thinking Undermines Performance:
Not only do these inappropriate negative thoughts cause a great deal of
unhappiness, they also reduce our performance.
Negative Thinking and Health:
Not only does negative thinking affect your performance, it also affects your
health. People who approach the stresses of life with depression, anxiety and
hostility experience significantly worse health.
Emotion as an "Early Warning Signal":
We assume that emotions give us the benefit of a speedy, and more-often-than-
not effective response to simple situations, at the cost of a sophisticated response to
more complex ones. As such, negative emotions are a useful early warning signal
that something may be wrong.
If instant action is required, then we may choose to act. If it is not, these
negative emotions can alert us to something we need to pay attention to. We can
then use more sophisticated techniques to understand the situation in appropriate
detail.
The Rationality of Emotion :
Emotional Analysis assumes that we experience different negative emotions
for different, very rational reasons. It assumes that each emotion has its own
underlying set of assumptions, and that we experience a particular emotion because
we are making a particular set of assumptions about a situation we are
experiencing.
Thought Awareness, Rational & Positive Thinking:
In our Performance Stress section, we looked at Thought Awareness, Rational
Thinking and Positive Thinking specifically in relationship to performance stress.
Here, we extend this important tool to apply to all instances of negative thinking.
This positive thinking tool also acts as the basis of the next two tools,
Emotional Analysis and Cognitive Restructuring. Whereas this tool helps with
general negative thoughts, Emotional Analysis helps you understand negative
emotions, and Cognitive Restructuring helps you tackle negative moods.
Thought Awareness You are thinking negatively when you fear the future, put
yourself down, criticize yourself for errors, doubt your abilities, or expect failure.
Negative thinking damages confidence, harms performance and paralyzes mental
skills.
Rational Thinking:
The next step in dealing with negative thinking is to challenge the negative
thoughts that you identified. Look at every thought you wrote down and rationally
challenge it. Ask yourself whether the thought is reasonable: Does it stand up to
fair scrutiny?
Positive Thinking & Opportunity Seeking:
Where you have used Rational Thinking to identify incorrect negative thinking,
it can often be useful to prepare rational positive thoughts and affirmations to
counter them. It can also be useful to look at the situation and see if there are any
useful opportunities that are offered by it.
Continuing the examples above, positive affirmations might be:
Feelings of inadequacy: “I am well trained for this? I have the
experience, the tools and the resources I need. I have thought through and
prepared for all possible issues. I can do a superb job.”
Worries about performance: “I have researched and planned well
for this, and I thoroughly understand the problem. I have the time, resources
and help I need. I am well prepared to do an excellent job.”
Problems issues outside your control: “We have thought through
everything that might reasonably happen and have planned how we can
handle all likely contingencies. Everyone is ready to help where necessary.
We are very well placed to react flexibly and effectively to unusual events.”
Worry about other people’s reaction: “I am well-prepared and am
doing the best I can. Fair people will respect this. I will rise above any unfair
criticism in a mature and professional way.”
If appropriate, write these affirmations down so that you can use them when
you need them.
Relaxation Techniques:
We all know how unpleasant excessive stress can be. We also know the feeling of
sickness in our stomach before an important performance, and the intense 'fight-or-
flight' reaction we get when we face frustration after frustration.Imagery - Mental Stress
Management:
Imagery is a potent method of stress reduction, especially when combined with
physical relaxation methods such as deep breathing.
Imagery in Relaxation:
One common use of relaxation imagery is to imagine a scene, place or event
that you remember as safe, peaceful, restful, beautiful and happy. You can bring all
your senses into the image with, for example, sounds of running water and birds,
the smell of cut grass, the taste of cool white wine, the warmth of the sun, and so
on. Use the imagined place as a retreat from stress and pressure. Imagery also
allows you to pre-experience achievement of your goals, helping to give you self-
confidence. This is another technique used by successful athletes.
Meditation - Relaxing with sustained concentration:
As with our next tool (self-hypnosis), meditation has a popular image that can
lead to it being dismissed as a less-than-serious stress management tool. This is a
shame. Good research has been conducted into meditation that shows it is a useful
and practical technique for managing stress.
Self-Hypnosis:
Hypnosis, like meditation, has a dubious image. Many people over many
years have made their living by overlaying this practical and useful technique with
unwarranted mystical and magical rituals. In fact, it is a useful tool for achieving
deep relaxation.
Physical Techniques: Deep Breathing, Progressive Muscular Relaxation &
the Relaxation Response.
This introduces three useful physical relaxation techniques that can help you
reduce muscle tension and manage the effects of the fight-or-flight response on
your body. This is particularly important if you need to think clearly and perform
precisely when you are under pressure.
Using These Techniques Deep Breathing:
Deep breathing is a simple but very effective method of relaxation. It is a core
component of everything from the "take ten deep breaths" approach to calming
someone down, right through to yoga relaxation and meditation. It works well in
conjunction with other relaxation techniques such as Progressive Muscular
Relaxation, relaxation imagery and meditation to reduce stress.
Progressive Muscular Relaxation (PMR):
Progressive Muscular Relaxation is useful for relaxing your body when your
muscles are tense.
Summary:
“Deep Breathing,” “Progressive Muscular Relaxation,” and the steps leading to
the “Relaxation Response” are three good techniques that can help you to relax
your body and manage the symptoms of the fight-or-flight response.
Relaxation & the Relaxation Response:
Multitasking has become a part of our everyday lives. At any given time, most
of us are actively working on, or overseeing, a handful of projects and problems all
at once, making it nearly impossible to slow down and relax.
Avoiding Burnout:
Burnout is a very real threat to people in challenging and stressful
jobs. The feelings of intense tiredness and disillusionment that come
with it bring intense unhappiness, and can spell the end of otherwise
promising and emotionally rewarding careers.
Burnout - An Introduction:
Burnout happens when people who have previously been highly committed to
a job lose all interest and motivation. Sadly, this can spell the end of a successful
career.
Exhaustion – an important factor:
In our article on the mechanisms of stress, we looked at the way that Hans
Selye, one of the founding fathers of stress research, looked at burnout. Over many
hundreds of experiments, Selye looked at the way in which animals handled long-
term stress. What he saw was that after an initial period of adaptation, they
survived very well for quite a long period of time.
Disillusionment – the underlying cause:
The real damage of burnout comes from the sense of deep disillusionment that
lies at its heart.
Symptoms of Burnout:
Given what burnout is, the symptoms of burnout are much as you would
expect them to be. Physical symptoms can include physical fatigue, frequent illness
and sleep problems. Emotional symptoms include disillusionment with the job; the
loss of a sense of meaning and cynicism towards our organizations or clients;
feelings of helplessness; frustration of efforts and a lack of power to change events;
strong feelings of anger against the people we hold responsible for the situation;
and feelings of depression and isolation.
ANALYSIS AND INTERPRETATION:
1) Do you know about the Stress? Table # 1
No. of
Respondents% of
Respondents
Yes 55 92
No 5 8
Total 60 100
Graph # 1
55
5
60
92
8
100
0
20
40
60
80
100
120
Yes No Total
No. ofRespondents
% of Respondents
Interpretation #
From the above table 92% of the Respondents say ‘yes’ we know about the
‘Stress’, and 8% say ‘No’.
2) Does your organization follow the Stress Management Rules?
Table # 2
No. of
Respondents% of
Respondents
Fully 25 42
Partially 30 50
No 5 8
Total 60 100
Graph # 2
25 30
5
6042 50
8
100
020406080
100120
Fully
Partial
ly NoTota
l
No. ofRespondents
% ofRespondents
Interpretation:
50% i.e., 30 respondents say that the company partially marinating the stress
management.42% i.e., 25 respondents say that the company fully marinating the
stress management.8% i.e., 5 respondents say that the company did not marinating
the stress management.
3) Is the stress management relevant to jobs held by you?
a) Related b) Not related c) Partially related.
Table # 3
No. of
Respondents% of
Respondents
Related 35 58
Not Related 3 5
Partially related 22 37
Total 60 100
Graph # 3
35
322
6058
5
37
100
020406080
100120
No. ofRespondents
% ofRespondents
Interpretation:
58% i.e., 35 respondents say that the stress management relevant to jobs
5% i.e., 3 respondents say that the stress management is not relevant to jobs
10% i.e., 5 respondents say that the stress management partially relevant to
jobs.
4) You know more about stress and the negative effects it can have, the
next thing to do is to discover ways that you can decrease stress in your life?
Table # 4
No. of Respondents
% of Respondents
Change Lifestyle Habits 15 25
Change stressful Situations 19 32
Change thinking 22 37
Others 4 7
Total 60 100
Graph # 4
% of Respondents
25%
32%
36%
7%Change LifestyleHabits
Change stressfulSituations
Change thinking
Others
Interpretation:
Stress and the negative effects it can have, the next thing to do is to discover
ways that employees can decrease stress in their life. And from the above table we
can infer that the 25% of respondents say ‘Change Lifestyle Habits’ (Maintain a
well-balanced diet, Regular exercise). 32% respondents say that ‘Change stressful
Situations’ (Time and money management). 36% say that ‘Change thinking’.
5) Does the Time Management Helpful to you for decrease the ‘Stress’?
No. of Respondents
% of Respondents
Yes 56 93
No 4 7
Total 60 100
Graph # 5
56
4
60
93
7
100
0
20
40
60
80
100
120
Yes No Total
No. ofRespondents
% of Respondents
Interpretation:
From the above table 93% i.e, 56 respondents say that time management
important for reducing the stress, and remaining 7% i.e, 4 respondents say that
time management is not an important issue for reducing the stress.
6) What Causes for your Stress? Table # 6
No. of % of Respondents
Respondents
Health problems 7 12
Surroundings 5 8
Family problems 10 17
Unhappy with job 8 13
Life Cycle 19 32
Over time Duty 11 18
Total 60 100
Graph # 6
No. of Respondents
7, 12%
5, 8%
10, 17%
8, 13%19, 32%
11, 18% Health problemsSurroundings Family problems
Unhappy with jobLife CycleOver time Duty
Interpretation: Long-term (chronic) stress is the type of stress that causes the
most serious problems. It is caused by a host of irritating hassles over a period of
time, or an ongoing, difficult situation.
7) How well do you deal with your stress? Table # 7
No. of
Respondents% of
Respondents
Flexibility 19 32
Self-Confidence 16 27
Creativity 13 22
Ability to Learn 12 20
Total 60 100
Graph # 7
Interpretation:
From the above table uses the values employees enter to calculate their score.
The calculation is based on those personality factors-such as flexibility (31%), self-
confidence (27%), creativity (22%), and ability to learn from experience (20%) -
that make people more resilient.
8) What are the common symptoms of stress? Table # 8
No. of Respondents
19, 31%
16, 27%
13, 22%
12, 20%FlexibilitySelf-ConfidenceCreativity
Ability to Learn
No. of
Respondents% of
Respondents
Rapid Heartbeat 8 13
Headache 25 42
Backache 22 37
Sweating 5 8
Total 60 100
Graph # 8
8
25
22
5
0 20 40 60
Rapid HeartbeatHeadacheBackacheSweating % of Respondents
No. ofRespondents
Interpretation:
42% i.e., 25 respondents says that the common symptoms of stress is mainly
from Headache. 37% i.e, 22 respondents says that the common symptoms of stress
are coming from only ‘Headache’.
And remaining respondents says that from sweating, rapid heartbeat.
9) How do you evaluate your stress? Table # 9
No. of
Respondents% of
Respondents
Family Or Personal Stress 19 32
Major Changes in Life 25 42
Copping with stress 10 17
Beliefs 6 10
Total 60 100
Graph # 9
No. of Respondents
19, 32%
25, 41%
10, 17%
6, 10%Family OrPersonal Stress
Major Changes inLife
Copping withstressBeliefs
Interpretation:
From the above table we can infer that the 32% ie, 19 members believe that
stress comes from ‘Family or personal problems’, 41% (25) respondents say that
can be arise from the ‘Major changes in life’, and others say that from copping
with stress and Beliefs.
10) How can you relieve ‘Stress’? Table # 10
No. of
Respondents% of
Respondents
Writing 6 10
Expressing Feelings 19 32
Mindfulness Activities 25 42
Physical Exercise 10 17
Total 60 100
Graph # 10
6
19
25
10
0 20 40 60Writing
Expressing Feelings
Mindfulness Activ
...
Physical E
xercise
% of Respondents
No. ofRespondents
Interpretation:
In these situation 42% respondents say that they can relieve themselves from the stress through mind related activities i.e ‘Yoga, Meditation and etc., 32% respondents say that they can express their feeling, and then they feel relieved from the stress.
11) How can you relieve your unnecessary ‘Stress’? Table # 11
No. of
Respondents% of
Respondents
Managing Time 28 47
Build Healthy ness 12 20
Lifestyle 10 17
Social Support 6 10
Treatment from other conditions 4 7
Total 60 100
Graph # 11
No. of Respondents
28, 50%
12, 21%
10, 18%
6, 11%Managing Time
Build Healthy ness
Lifestyle
Social Support
Interpretation:
Avoid unnecessary stress, because stress is unavoidable in life, it is important
to find ways to decrease and prevent stressful incidents and decrease employee
negative reactions to stress. Following are activities to helps employees do this.
Managing Time Build Healthy habits Lifestyle Social Support Treatment from other conditions.
12) How is problem solving used to manage stress? Table # 12
No. of
Respondents% of
Respondents
Brain Storm 22 37
Behavior 20 33
Thoughts 12 20
Feelings 6 10
Total 60 100
Graph # 12
22 2012
6
05
10152025303540
No. of Respondents
% of Respondents
Interpretation:
37% i.e, 22 respondents say that problem solving used to manage stress
through the ‘Brain Storm.
33% i.e, 20 respondents say that problem solving used to manage stress
through the ‘Behaviour’.
20% i.e, 12 respondents say that problem solving used to manage stress
through the ‘Thoughts’.
10% i.e, 6 respondents say that problem solving used to manage stress through
the ‘Feelings’.
13) What professional help is available in your organization?
Table # 13
No. of
Respondents% of
Respondents
Cognitive-Behavioral 24 40
Biofeedback 27 45
Other programs 9 15
Total 60 100
Graph # 13
No. of Respondents
24, 40%
27, 45%
9, 15%
Congitive-BehavioralBiofeedbackOther programs
Interpretation:
Stress can be overwhelming. If this is the case, employees may want to seek
outside help from a professional counselor or other health professional. This can
help employees find a number of approaches to reducing the symptoms of stress
and help employees decrease the stress in their life.
In the above table 45% respondents say that Biofeedback is available to
decrease their stress, and 40% respondents say that Cognitive Behavioral.
14) The major sources of job stress in organization?
Table # 14
No. of Respondents % of Respondents
Control 15 25
Competence 11 18
Clarity 13 22
Communication 10 17
Support 7 12
Significance 4 7
Total 60 100
Graph # 14
No. of Respondents
15, 24%
11, 18%13, 22%
10, 17%
7, 12%
4, 7% ControlCompetenceClarity
CommunicationSupportSignificance
Interpretation:
Job stress comes in many different forms and affects employee’s body in
various ways. Minor sources of stress may include equipment that won't work or
phones that won't quit ringing. Major stress comes from having too much work, not
having enough work, doing work that is unfulfilling, fearing a job layoff, or not
getting along with their boss.
15) Does the company taking precautions for employees stress?
Table # 15
No. of
Respondents% of
Respondents
Yes 36 60
No 24 40
Total 60 100
Graph # 15
3624
6060
40
100
0
20
40
60
80
100
120
Yes No Total
No. ofRespondents
% of Respondents
Interpretation:
We can infer from the above table, 60% ie, 36 respondents say that the
organization taking precautions for employees stress, and 40% i.e, 24 respondents
say that organization taking precautions for employees stress.
Conclusions and suggestions:
Learning about stress:
Stress is what Monarch employee feels when they have to handle more than
they are used to. When employees are stressed, their body responds as though they
are in danger.
The good news is that they can learn ways to manage stress. To get stress under
control:
Find out what is causing stress in their life.
Look for ways to reduce the amount of stress in their life.
Learn healthy ways to relieve stress.
Stress is a fact of life for most people. While employees may not be able to get
rid of stress, they can look for ways to lower it.
Learn better ways to manage time. Employees may get more done
with less stress if they make a schedule. Think about prioritizing the most
important and doing them first.
Find better ways to cope with. Look at how they have been dealing
with stress. Be honest about what works and what does not. Think about
other things that might work better.
Take good care of their-self. Get plenty of rest. Eat well. Do not
smoke. Limit the alcohol you drink.
Try out new ways of thinking. When employees find self starting to
worry, try to stop the thoughts. Work on letting go of things they cannot
change. Learn to say “no.”
The best ways to relieve stress are different for each person. Try some of these
ideas to see which ones work for employees:
Exercise. Regular exercise is one of the best ways to manage stress.
Walking is a great way to get started.
Write. It can really help to write about the things that are bothering
them.
Let employee’s feelings out. Talk, laugh, cry, and express anger when
they need to.
Do something they enjoy. A hobby can help to relax. Voluntary work
or work that helps others can be a great stress reliever.
Learn ways to relax body. This can include breathing exercises,
muscle relaxation exercises, massage, aromatherapy, yoga, or relaxing
exercises.
Practice “being in the moment.” Try meditation, imagery exercises, or
self-hypnosis. Listen to relaxing music. Try to look for the humor in life.
Laughter really can be the best medicine.
Chronic stress can be caused by an ongoing stressful situation such as:
Family or relationship problems.
Caring for a family member who is elderly, has chronic health
problems, or is disabled. Care giving is a major source of stress. For more
information, see the topic Caregiver Tips.
Job stress.
A family member who is under stress.
The major sources of job stress fall into seven categories:
Control. This factor is the most closely related to job stress. Studies
show that workers who believe that they have a great deal of responsibility
but little control or decision-making power in their jobs are at increased risk
for cardiovascular disease and other stress-related illnesses.
Competence. Are employees concerned about their ability to perform
well? Are they challenged enough, but not too much? Do employees feel
secure in their job? Job insecurity is a major source of stress for many
people.
Clarity. Feeling uncertain about what employees duties are, how they
may be changing, or what their department's or organization's goals are can
lead to stress.
Communication. Workplace tension often results from poor
communication, which in turn increases job stress. An inability to express
their concerns, frustrations, or other emotions can also lead to increased
stress.
Support. Feeling unsupported by their coworkers may make it harder
to resolve other problems at work that are causing employee stress.
Significance. If employees don't find their job meaningful or take
pride in it, they may find it stressful.
Increased responsibilities. Assuming additional responsibilities in
their job can be stressful.
Ways to decrease STRESS:
Now that employees know more about stress and the negative effects it can
have, the next thing to do is to discover ways that they can decrease stress in their
life. Here are a few suggestions:
Change lifestyle habits:
Decrease caffeine intake (coffee, tea, and colas, chocolate).
Maintain a well-balanced diet
Decrease consumption of junk food
Eat slowly
Regular exercise (at least 30 minutes, three times per week).
Adequate sleep (figure out what you need, and then get it).
Time-outs and Leisure time (do something for you every day).
Relaxation exercises (e.g., breathing practice, imagery).
Change stressful situations and how ‘Monarch PVC’ approaches them:
Time and money management.
Assertiveness (rather than avoidance or aggressiveness).
Learn appropriate use of problem-solving coping skills
Change thinking:
Realistic Expectations (when expectations are more realistic, life
seems more manageable)
Keep a sense of humor. It’s important to be able to see the humor in
the things we sometimes say and do.
Have a support system
Reframe negative thoughts so that you focus on the positive
Challenge catastrophic thinking using cognitive restructuring.
Problem solving helps you overcome complex stressful events:
Identify all aspects of a stressful event, including behavior, thoughts, and
feelings. For example, if Monarch employees have just been laid off from their job,
they need to identify:
Behaviors, such as the need to look for another job, earn money for
employee’s families, and make other adjustments in their life.
Negative thoughts, such as "I'll never get another job."
Negative feelings, such as anger and depression.
FINDINGS
Take good care of their-self. Get plenty of rest. Eat well.
Do not smoke. Limit how much alcohol you drink.
Find out what is causing stress in their life.
Look for ways to reduce the amount of stress in their
life.
Learn healthy ways to relieve stress
Majority of employees are facing stress because of their
job.
The work load increases sometimes,there by causing
stress to employees.
Strict,long and unpredictable working hour’s leads to
stress in the employees.
Most of the employees felt that their stress level is
affecting their faily members.
SUGGESTIONS
Learn ways to relax body. This can include breathing exercises,
muscle relaxation exercises, massage, aromatherapy, yoga, or relaxing
exercises.
Practice “being in the moment.” Try meditation, imagery exercises, or
self-hypnosis. Listen to relaxing music. Try to look for the humor in life.
Laughter really can be the best medicine.
Effective management is one way to reduse stress.
Employees should take short breake to refresh their minds.
Learn better ways to manage time. Employees may get more done
with less stress if they make a schedule. Think about prioritizing the most
important and doing them first.
Find better ways to cope with. Look at how they have been dealing
with stress. Be honest about what works and what does not. Think about
other things that might work better.
Since stress is inevitable, employees should be traine to cope with
stress i.e.,
QUESTIONNAIRE
Employee Details
Name of the Employee
Designation& evelopment
Educational Qualification
Experience
1) Do you know about the Stress?
a) Yes b) No
2) Does your organization follow the Stress Management Rules?
a) Fully b) Partially c) No
3) Is the stress management relevant to jobs held by you?
a) Related b) Not related c) Partially related.
4) You know more about stress and the negative effects it can have, the
next thing to do is to discover ways that you can decrease stress in your life?
a) Change lifestyle habits b) Change stressful situations
c) Change thinking d) others
5) Does the Time Management Helpful to you for decrease the ‘Stress’?
a) Yes b) No
6) What Causes for your Stress?
a) Health problems b) Surroundings c) Family problems
d) Unhappy with job e) Life Cycle f) Over time duty
7) How well do you deal with your stress?
a) Flexibility b) self-confidence
c) creativity d) ability to learn from experience
8) What are the common symptoms of stress?
a) Rapid heartbeat b) Headache
c) Backache d) Sweating
9) How do you evaluate your stress?
a) Family or Personal Stressb) Major changes in life
c) Copping with stress d) Beliefs
10) How can you relieve ‘Stress’?
a) Writing b) Expressing Feelings
c) Mindfulness activities d) Physical Exercise
11) How can you relieve your unnecessary ‘Stress’?
a) Managing Time b) Build healthy coping strategies
c) Lifestyle d) Social Support
e) Changing thinking f) Treatment Form other conditions
12) How is problem solving used to manage stress?
a) Brain storm b) Behavior
c) Thoughts d) Feelings
13) What professional help is available in your organization?
a) Cognitive-behavioral therapy b) Biofeedback
c) Other Programs
14) The major sources of job stress in organization?
a) Control b) Competence c) Clarity
d) Communication e) Support f) Significance
15) Does the company taking precautions for employees stress?
a) Yes b) No
BIBLOGRAPHY:
BOOKS:
HUMAN RESOURCE MANAGEMENT
By K.Aswathappa.
Personal Management
By C.B.Momoria, S.V.Gankar.
Personnel and Human Resource Management
By SubbaRao.P
Sites:
www.google.co.in