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ORGANIZATIONAL

STRESS


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STRESS

Project on

organizational stress by-Name Roll no.

ISHITA DADIA 07TINA FERNANDES 12

JENILA GOSPELIN 17

HIMANI LAPASIA 22TEJASHREE MELANTA 27

SHEETAL NAIR 32


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GIVE YOUR STRESS WING,

AND LET IT FLY AWAY.

-CARIN HARTNESS

STRESS IS AN IGNORANT STATE. IT

BELIEVES THAT EVERYTHING IS AN

EMERGENCY.

- NATALIE GOLDBERG

STRESS IS NOTHING MORE

THAN SOCIALLY ACCEPTABLEFORM OF MENTAL ILLNESS.

-RICHARD CARLSON.


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ORGANIZATIONAL

STRESSStress in a organization is very common inpresent day industries.

In many job situation high level of stress is

an integral and largely unavoidable

component of the work.

Organsition are often unnecessarily

stressfull and have a negative impact on

individuals phyiscal and mental health.


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CAUSES OF STRESS1. Problems with the physical environment,

such as poor lighting or excessive nose,

2. Role ambiguities or conflicts inresponsibilities.

3. Problems with the quality of worksuch as lack of diversity, an excessivepace or too little work .


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4. Relationships with supervisorsand subordinates.

5. Career development stressors, suchas lack of job security, perceived

obsolescence, and inadequateadvancement.

6. Strict and unflexible work timings,badly designed shifts.

EFFE F G N N L


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EFFECTS OF ORGANISATIONALSTRESS

Increasing absenteeism.

Decreasing commitment to work.

Increasing staff turnover.

Impairing performance and productivity.

Increasing unsafe working practices accident rates.

Increasing complaints from clients and customers.

Adversely affecting staff recruitments.

Increasing liability to legal claims and actions by stressed workers.

Damaging the organizations image both among its workers and

externally.


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STRESS

Ensure that the workload is in line with workers'capabilities and resources.Clearly define workers' roles and responsibilities.Give workers opportunities to participate in decisions

and actions affecting their jobs.

Improve communications-reduce uncertainty aboutcareer development and future employment prospects.Provide opportunities for social interaction among

workers.

Establish work schedules that are compatible .Combat workplace discrimination (based on race, gender,national origin, religion or language).Introducing a participative leadership style to involve asmany subordinates as possible to resolve stress-

producing problems.


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STRESS MANAGEMENT: TIPS

Recognize theProblem

Reduce

exposure toStressors

Learn to

adjust

properly

Organize life a

little more

efficiently

Learn to relax

body

Learn to relax

mind

Exercise, eat

and sleepproperly

Make time forfun

Express &

share yourfeelings.

Learn to tackle

life changeevents


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AMERICAN EXPRESSRISE OF EXTREME JOB

Before Barbara Agoglia left herjob at American Express she wasspending 13 hours a day working.

She also had to be available via

cell phone 24/7.


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The last straw came when she didnt had time to wait withher son at bus stop.

She was not given any extra remuneration, perks, benefits

etc. for the hard work put by her.

Same was the case with CAROLYN BUCK she worked 60

hours a week and had to travel India and China for work

purpose.

They did not have enough time to spend with their familydue to the excess work that made them stressed up.


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CAUSES

TIME

PRESSUREWORKLOAD

LACK OF

PERSONAL

CONTROL

EFFECTS

PERSONALJOB LOSS

CHRONIC

WORRY

EMOTIONALINSTABILITY


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ST. PAUL FIRE & MARINEINSURANCE COMPANY

ST. PAUL FIRE & MARINE INSURANCECOMPANYconducted several studies on the effectsof stress prevention programs in hospital settings.


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Program activities included(1) employee and management education on job stress

(2) changes in hospital policies and procedures to reduce

organizational sources of stress

(3) the establishment of employee assistance programs.

In one study, the frequency ofmedication errors declined

by 50% after prevention activities were implemented in a

700-bed hospital.

In a second study, there was a 70% reduction in

malpractice claims in 22 hospitals that implemented stressprevention activities. In contrast, there was no reduction

in claims in a matched group of 22 hospitals that did not

implement stress prevention activities.
http://en.wikipedia.org/wiki/Medication_errorshttp://en.wikipedia.org/wiki/Medical_malpracticehttp://en.wikipedia.org/wiki/Medical_malpracticehttp://en.wikipedia.org/wiki/Medication_errors


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BRITISH TECHNOLOGIESBT has 1,00,000 staff members.

BT call centre which had becomeincreasingly multifunctional had droppedthe centre from 100 30 due to this

additional stress wasseen among the staff.

Three tier strategy

was devised afterconsultation withworkers and unionsintervention and

rehabilitation.


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CAUSES

MULTIFUNCTIONALI

SMPOOR QUALITY

NO PROPER

COMMAND

EFFECTS

ABSENTEEISM

TENSION &

BURNOUT

HEALTH

PROBLEMS


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Work station layout and colour scheme were changed

to improve the working environment and job role have

been simplified across the group of staff.

The employees had to report to only one manager

instead of different managers for different department.

Managers are offered stress awareness training and

staff are encouraged to fill out online multiple choice self

assesment questionnaire that was designed in house.

They had conducted one to one meeting with the

member of staff to help them to resolve their queries.


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SCOTTISH POWER


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Scottish power supply gas and electricity

to 5.8 million homes in U.K and America

and turnover almost $6 billion in march

2004.

The absence among its 7500 U.K staff

climbed from 25% to 40%.

About one-third of the stress was related

to work usually around job design.


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CAUSES

JOB WORK-LOAD POOR QUALITY

SUPERVISION

LACK OF

PERSONAL

CONTROL

EFFECTS

ABSENTEEISMHEALTH

PROBLEMS


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All staff were enrolled in a three-four trainingsession on managing their own stress.

A confidential system was introduced to allowstaff refer themselves to the occupational healthdepartment and management to refer employees.

A confidential help line provides advice on a rangeof issues including death and health problem until10pm daily.

Mental health related sickness absence that hadgrown upto 5% has now stablised due to the abovemeasures taken place.


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NHS LANARKSHIRE

NHS LANARKSHIRE is responsiblefor the health of more than 560000

people in north and south in

LANARKSHIRE.


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Its employees 12500 staff across primary care and

acute division incorporating 8 local health care

cooperatives.

IN 2002 staff survey 51% of the staff complained of

being UNDULY STRESSED at work.

The groups led by NHS LANARKSHIRE employee

director, developed a project plan and applied for

funding to the occupational health and safety

strategy implementation group.


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CAUSES

UNDULY STRESS FRUSTRATION

EFFECTS

HEALTH

PROBLEMS


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ABC CIVIL ENGINEERING

ELAINE TILLMAN was working forABC civil engineering on a project of

RPF .

All th k l d h th t ff h d


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All the work load was on her as the staff had

declined due to economic down turn hit.

This year alone the west port office of ABC

civil engineering cut 35% of its staff.

There were fewer new project there was no

shortage of work to do.

All the employees were asked to perform taskthey normally didnt do or enjoy.


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CAUSES

ECONOMIC HITFEWER NEW

PROJECTLACK OF

STAFF

EFFECTS

INSECURE

JOB CLIMATE

DIFFERENCES

BETWEEN

COMPANY AND

INDIVIDUALS

VALUES

POOR QUALITY

SUPERVISION


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