STRESS

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Information about STRESS
Education

Published on November 28, 2008

Author: livycat

Source: authorstream.com

Slide 1: PART SIX – CHANGE AND ITS EFFECTS ENGR. LIZETTE IVY G. CATADMAN DMGT 714 CHAPTER 15 – STRESS AND COUNSELING Slide 2: STRESS is nothing more than a socially acceptable form of mental illness.  - Richard Carlson Give your STRESS wings and let it fly away.  - Carin Hartness I don't believe people die from hard work. They die from STRESS and worry and fear -- the negative emotions. Those are the killers, not hard work. The fact is, in our society today, most people don't understand what hard work is all about. - A.L. Williams STRESS is an ignorant state.  It believes that everything is an emergency. - Natalie Goldberg STRESS is the trash of modern life - we all generate it but if you don't dispose of it properly, it will pile up and overtake your life.  - Danzae Pace LOAFING needs no explanation and is its own excuse. - Christopher Morley STRESS is an admission of weakness, a cry of defeat to the world.  - Carrie Latet Slide 3: STRESS THE GENERAL TERM APPLIED TO THE PRESSURES PEOPLE FEEL IN LIFE. WHEN PRESSURES BUILD UP, IT CAUSES ADVERSE STRAIN ON A PERSON’S EMOTIONS, THOUGHT PROCESSES, BEHAVIORS, AND PHYSICAL CONDITION. WHEN STRESS BECOMES EXCESSIVE, PEOPLE DEVELOP VARIOUS SYMPTOMS THAT CAN HARM JOB PERFORMANCE AND HEALTH, AND EVEN THREATEN THE ABILITY TO COPE WITH THE ENVIRONMENT. PEOPLE WHO ARE STRESSED MAY BECOME NERVOUS AND CHRONICALLY WORRIED; EASILY PROVOKED TO ANGER AND ARE UNABLE TO RELAX; UNCOOPERATIVE; USE ALCOHOL OR OTHER DRUGS EXCESSIVELY Slide 4: STRESS Slide 5: EXTREME PRODUCTS OF STRESS A CONDITION WHEREIN THE HUMAN BODY CANNOT INSTANTLY REBUILD ITS ABILITY TO COPE WITH STRESS ONCE IT IS DEPLETED. A SITUATION IN WHICH EMPLOYEES ARE EMOTIONALLY EXHAUSTED, BECOME DETACHED FROM THEIR CLIENTS AND THEIR WORK, AND FEEL UNABLE TO ACCOMPLISH THEIR GOALS. Slide 6: EMPLOYEES WHO ARE LITERALLY ADDICTED TO WORK AND ARE INTERNALLY DRIVEN TO SPEND LONG HOURS AT WORK. THEY PLACE HIGHER PRIORITY ON WORK THAN ON FAMILY OR RECREATION, THINK AND TALK CONSTANTLY ABOUT WORK, HAVE DIFFICULTY DELEGATING TO OTHERS, WORRY ABOUT THEIR CAREERS, AND OFTEN TRY TO ACCOMPLISH MULTIPLE TASKS SIMULTANEOUSLY. Slide 7: WORKAHOLICS MAY PLACE HIGH EXPECTATIONS ON THEMSELVES AND OTHERS AND, AS A RESULT, EXPERIENCE DIFFICULTY ACHIEVING A DESIRED WORK-LIFE BALANCE. WHEN WORKERS BECOME BURNED OUT, THEY ARE MORE LIKELY TO COMPLAIN, TO ATTRIBUTE THEIR ERRORS TO OTHERS, TO MAGNIFY THEIR DOMINANT TRAITS, AND TO BE HIGHLY IRRITABLE. THE ALIENATION THEY FEEL DRIVES MANY OF THEM TO THINK ABOUT LEAVING THEIR JOBS, TO SEEK OUT OPPORTUNITIES TO BECOME TRAINED FOR NEW CAREERS, AND ACTUALLY TO QUIT. BURNOUT LEADS TO INCREASED ABSENTEEISM AND DECREASED QUALITY AND QUANTITY OF JOB PERFORMANCE. Slide 8: EXTREME PRODUCTS OF STRESS TRAUMA OCCURS FOLLOWING A MAJOR THREAT TO ONE’S SECURITY THE DISINTEGRATION OF EMPLOYEES’ SELF CONCEPTS AND BELIEFS IN THEIR CAPABILITIES Slide 10: SOMETIMES A TROUBLED EMPLOYEE TAKES DRAMATIC AND HARMFUL PHYSICAL ACTIONS AGAINST CO-WORKERS, MANAGERS, OR COMPANY PROPERTY. VIOLENT, ANGER-BASED ACTS CAN INCLUDE UNPROVOKED FIGHTS, DESTRUCTION OF PROPERTY, OR USE OF WEAPONS TO HARM OTHER… MAY EVEN ESCALATE TO HOMICIDE. Slide 11: ANY PERSON WHO WITNESSES VIOLENCE, RECEIVES INJURY FROM IT, OR LIVES UNDER THE FEAR OF REPEATED FUTURE VIOLENCE. CAUSES OF STRESS - STRESSORS Slide 12: ORGANIZATIONAL STRESSORS NONWORK STRESSORS EMPLOYEES POSITIVE STRESS NEGATIVE STRESS CONSTRUCTIVE ORGANIZATIONAL AND PERSONAL CONSEQUENCES SHORT TERM LONG TERM DESTRUCTIVE ORGANIZATIONAL AND PERSONAL CONSEQUENCES SHORT TERM LONG TERM INDIVIDUAL DIFFERENCES CAUSES TYPES CONSEQUENCES A MODEL OF CAUSES, TYPES, AND CONSEQUENCES OF STRESS Slide 13: TYPICAL CAUSES OF STRESS ON THE JOB Slide 14: FRUSTRATION IT IS A RESULT OF A MOTIVATION (DRIVE) BEING BLOCKED TO PREVENT ONE FROM REACHING A DESIRED GOAL. Slide 16: STRESS AND JOB PERFORMANCE WHEN THERE IS NO STRESS, JOB CHALLENGES ARE ABSENT AND PERFORMANCE TENDS TO BE LOW. AS STRESS INCREASES, PERFORMANCE TENDS TO INCREASE BECAUSE STRESS HELPS A PERSON CALL UP RESOURCES TO MEET JOB REQUIREMENTS. IF STRESS BECOMES TOO GREAT, IT TURNS INTO A DESTRUCTIVE FORCE. PERFORMANCE BEGINS TO DECLINE, EMPLOYEE LOSES ABILITY TO COPE, HE/SHE BECOMES UNABLE TO MAKE DECISIONS. EXHIBITS ERRATIC BEHAVIOR IF STRESS INCREASES TO A BREAKING POINT, PERFORMANCE BECOMES ZERO. BREAKDOWN, TOO ILL TO WORK, FIRED, QUITS, OR REFUSES TO GO TO WORK. Slide 18: TYPE A PEOPLE AGRESSIVE AND COMPETITIVE, SET HIGH STANDARDS, ARE IMPATIENT WITH THEMSELVES AND OTHERS, AND THRIVE UNDER CONSTANT TIME PRESSURES. THEY MAKE EXCESSIVE DEMANDS ON THEMSELVES EVEN IN RECREATION AND LEISURE. THEY OFTEN FAIL TO REALIZE THAT MANY OF THE PRESSURES THEY FEEL ARE OF THEIR OWN MAKING RATHER THAN THE PRODUCTS OF THEIR ENVIRONMENT. TYPE B PEOPLE APPEAR MORE RELAXED AND EASYGOING. THEY ACCEPT SITUATIONS AND WORK WITHIN THEM RATHER THAN FIGHT THEM COMPETITIVELY. Slide 19: COMMON PERSONAL STRATEGIES FOR MANAGING STRESS Slide 20: Social support SOME PEOPLE EXPERIENCE STRESS BECAUSE THEY ARE DETACHED FROM THE WORLD AROUND THEM; THEY LACK WARM INTERPERSONAL RELATIONSHIPS. INDIVIDUALS WITH A DRIVING AMBITION AND STRONG NEED FOR INDEPENDENCE MAY FAIL TO DEVELOP CLOSE ATTACHMENTS TO FRIENDS AND COLLEAGUES. TO ACHIEVE SUCCESS, THEY OFTEN SACRIFICE FULFILLMENT OF THEIR SOCIAL NEEDS. THEIR LACK OF SOCIAL ATTACHMENTS MAY RESULT IN ANGER, ANXIETY, AND LONELINESS. SOCIAL SUPPORT IS A NETWORK OF HELPFUL ACTIVITIES, INTERACTIONS, AND RELATIONSHIPS THAT PROVIDES AN EMPLOYEE WITH THE SATISFACTION OF IMPORTANT NEEDS. Slide 21: RELAXATION RELAXATION RESPONSE QUIET, CONCENTRATED INNER THOUGHT IN ORDER TO REST THE BODY PHYSICALLY AND EMOTIONALLY. HELPS REMOVE PEOPLE TEMPORARILY FROM THE STRESSFUL WORLD AND REDUCE THEIR SYMPTOMS OF STRESS. Slide 22: SABBATICALS ENCOURAGE STRESS RELIEF AND PERSONAL EDUCATION. UNPAID TIME OFF, PARTIALLY PAID LEAVES, FULL PAY WHEN AWAY MOST EMPLOYEES RETURN EMOTIONALLY REFRESHED, FEEL REWARDED, AND VALUED BY THEIR EMPLOYERS. OFTEN BRING BACK NEW PERSPECIVES GAINED FROM READINGS & WORKSHOPS ORGANIZATIONAL FLEXIBILITY AND RAISES EMPLOYEE COMPETENCY & SELF-ESTEEM Slide 23: PERSONAL WELLNESS BETTER FIT BETWEEN PEOPLE AND THEIR WORK ENVIRONMENT Slide 24: COUNSELING A DISCUSSION WITH AN EMPLOYEE OF A PROBLEM THAT USUALLY HAS EMOTIONAL CONTENT IN ORDER TO HELP THE EMPLOYEE COPE WITH IT BETTER ACT OF COMMUNICATION: EXCHANGE OF IDEAS AND FEELINGS BETWEEN TWO PEOPLE (COUNSELOR AND COUNSELEE) USUALLY CONFIDENTIAL SO THAT EMPLOYEES WILL FEEL FREE TO TALK OPENLY ABOUT THEIR PROBLEMS Slide 25: CHARACTERISTICS OF PEOPLE WITH GOOD MENTAL HEALTH Slide 26: FUNCTIONS OF COUNSELING Slide 27: MAJOR DIFFERENCES BETWEEN NONDIRECTIVE AND DIRECTIVE COUNSELING Slide 28: PARTICIPATIVE COUNSELING ALSO CALLED COOPERATIVE COUNSELING A MUTUAL COUNSELOR-COUNSELEE RELATIONSHIP THAT ESTABLISHES A COOPERATIVE EXCHANGE OF IDEAS TO HELP SOLVE THE COUNSELEE’S PROBLEMS THE COUNSELOR AND COUNSELEE MUTUALLY APPLY DIFFERENT KNOWLEDGE, PERSPECTIVES, AND VALUES TO PROBLEMS INTEGRATES IDEAS OF BOTH PARTICIPANTS IN A COUNSELING RELATIONSHIP STARTS BY USING LISTENING TECHNIQUES OF NONDIRECTIVE COUNSELING BUT AS THE INTERVIEW PROGRESSES, PARTICIPATIVE COUNSELORS MAY PLAY A MORE ACTIVE ROLE THAN THE NONDIRECTIVE COUNSELORS WOULD OFFER BITS OF KNOWLEDGE AND INSIGHT; GIVING THE COUNSELEE A DIFFERENT VIEW OF THE PROBLEM Slide 29: THANK YOU FOR LISTENING THIS ENDS THE FOURTH PART OF MY REPORT

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