A PROJECT REPORT

ON 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 onSTRESS 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 ANANTAPUR MONARCH ANANTHA PVC PIPES(P)LTD ,

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, wellwishers and friends for their support for the completion of this Project.
.

(MANJUNATH KUMAR.G)

Table of contents
Chapters Chapter I Introduction of the Study Chapter II Industry profile Company Profile Chapter III Research methodology Chapter IV Analysis and Interpretation Chapter V Conclusions Chapter VI Bibliography and Questionnaire 79 - 83 72 78 56 - 71 18 55 11 - 17 Page No 5 - 10

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 18th 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 1840s, 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 doesnt 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. 40ft (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 1500lb 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 companys quality standards to them. SIZES: Various sizes ranging from 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 companys 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 departments 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 peoples 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 coworkers, 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 Employees 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 employees 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 peoples performance of a task.

The right hand side of the graph is more complex to explain.

Negative Thoughts Crowd employees 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 organizations 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 employees 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, highpressure 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.
o

Review formal job documentation: 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

organizations

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 dont 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 Add Add Add Your benefits Employer's payroll tax A contribution for rent, equipment, heat, light, etc. 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 Organizations 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-thannot 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 peoples 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-orflight' 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 selfconfidence. 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 longterm 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? No. Respondents Yes No Total 55 5 60 of % Respondents 92 8 100 Table # 1 of

Graph # 1

120 100 80 60 40 20 0 Yes No 5 8 55 92 60

100 No. of Respondents % of Respondents

Total

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 % of Respondents Respondents Fully Partially No Total Graph # 2 25 30 5 60 42 50 8 100

120 100 80 60 40 20 0

100 50 30 5 8 60 No. of Respondents % of Respondents

42 25

No

Pa rti al ly

To ta l

Fu lly

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 Table # 3 No. Respondents Related Not Related Partially related Total Graph # 3 35 3 22 60 of % Respondents 58 5 37 100 of b) Not related c) Partially related.

120 100 80 58 60 35 40 20 0
Re late d

100 60 3 5 37 22

No. of R es pondents % of R es pondents

te d

Re la

No t

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 % of Respondents

Pa

rtia lly

rel a te

To tal

Respondents Change Lifestyle Habits Change stressful Situations Change thinking Others Total 15 19 22 4 60 25 32 37 7 100

Graph # 4

% of Respondents Change Lifestyle Habits Change stressful Situations Change thinking 32% Others

7%

25%

36%

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. Respondents Yes No Total 56 4 60 of % Respondents 93 7 100 of

120 100 80 60 40 20 0 Yes No 4 7 56 93 60

100 No. of Respondents % of Respondents

Total

Graph # 5 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. Respondents Health problems Surroundings Family problems Unhappy with job Life Cycle Over time Duty Total 7 5 10 8 19 11 60

of % of Respondents 12 8 17 13 32 18 100

Graph # 6

No. of Respondents

11, 18%

7, 12% 5, 8% 10, 17%

Health problems Surroundings Family problems Unhappy with job Life Cycle Over time Duty

19, 32% 8, 13%

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. Respondents Flexibility Self-Confidence Creativity Ability to Learn Total Graph # 7 19 16 13 12 60

of

% Respondents 32 27 22 20 100

of

No. of Respondents

Interpretation:
Flexibility Self-Confidence Creativity Ability to Learn

From uses enter the

12, 20%

19, 31%

the above table values employees calculate calculation their is

13, 22%

to

16, 27%

score. The

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? No. Respondents of

Table # 8 % Respondents of

Rapid Heartbeat Headache Backache Sweating Total

8 25 22 5 60

13 42 37 8 100

Graph # 8

pi Ra

5 ng a ti e 22 Sw he c a ck 25 Ba c he a ad 8 t He ea rtb 0 20 40 ea dH

% of Respondents No. of Respondents

60

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. Respondents Family Or Personal Stress Major Changes in Life Copping with stress Beliefs Total 19 25 10 6 60

of

% Respondents 32 42 17 10 100

of

Graph # 9

No. of Respondents Family Or Personal Stress 19, 32% Major Changes in Life Copping with stress 25, 41% Beliefs

6, 10% 10, 17%

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? No. Respondents Writing Expressing Feelings Mindfulness Activities Physical Exercise Total Graph # 10 6 19 25 10 60 of Table # 10 % Respondents 10 32 42 17 100 of

10 e cis r xe lE 25 ... ica t iv ys c Ph sA es 19 gs uln df lin n ee Mi gF 6 g sin it in es r pr W Ex 0 20 40

% of Respondents No. of Respondents

60

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? # 11 No. Respondents Managing Time Build Healthy ness Lifestyle Social Support Treatment conditions Total from other 4 60 7 100 28 12 10 6 of % Respondents 47 20 17 10

Table of

Graph # 11

No. of Respondents

6, 11% 10, 18% 28, 50% 12, 21% 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. Respondents Brain Storm Behavior Thoughts Feelings Total 22 20 12 6 60

of

% Respondents 37 33 20 10 100

of

Graph # 12
40 35 30 25 20 15 10 5 0
S

22

20 12 6

No. of Respondents % of Respondents

ou r

Th ou gh ts

to rm

ra in

Interpretation: 37% i.e, 22 respondents say that problem solving used to manage stress through the Brain Storm.

Fe el in gs

eh av i

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. Respondents CognitiveBehavioral Biofeedback Other programs Total Graph # 13 24 27 9 60 of % Respondents 40 45 15 100 of

No. of Respondents

9, 15% 24, 40% Congitive-Behavioral Biofeedback Other programs 27, 45%

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 Control Competence Clarity 15 11 13 % of Respondents 25 18 22

Communication Support Significance Total

10 7 4 60

17 12 7 100

No. of Respondents 4, 7% 7, 12% 10, 17% 11, 18% 13, 22% 15, 24%

Control Competence Clarity Communication Support Significance

Graph # 14 Interpretation: Job stress comes in many different forms and affects employees 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. Respondents Yes No Total 36 24 60 of % Respondents 60 40 100 of

Graph # 15

120 100 80 60 40 20 0 Yes No 36 60 40 24 60

100 No. of Respondents % of Respondents

Total

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 employees 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. Its 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

employees 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 hours 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 c) Change thinking b) Change stressful situations 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 d) Unhappy with job b) Surroundings e) Life Cycle c) Family problems f) Over time duty

7) How well do you deal with your stress?

a) Flexibility c) creativity

b) self-confidence d) ability to learn from experience

8) What are the common symptoms of stress? a) Rapid heartbeat c) Backache b) Headache 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 c) Mindfulness activities b) Expressing Feelings d) Physical Exercise

11) How can you relieve your unnecessary Stress? a) Managing Time strategies c) Lifestyle d) Social Support b) Build healthy coping

e) Changing thinking

f) Treatment Form other conditions

12) How is problem solving used to manage stress? a) Brain storm c) Thoughts b) Behavior d) Feelings

13) What professional help is available in your organization? a) Cognitive-behavioral therapy c) Other Programs b) Biofeedback

14) The major sources of job stress in organization? a) Control d) Communication b) Competence e) Support c) Clarity 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