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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_errors8/3/2019 Copy of Finalll
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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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