1. Developing Management Skills
Chapter 2: Managing Stress and Well-Being
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2. Learning Objectives Eliminate stressors Develop resiliency
Cope with stress in the short term
Enhance personal well-being
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3. Managing Stress and Fostering Well-Being
Costs US economy $500 billion annually
Stress related problems at work include:
Absenteeism
Turnover
Job Dissatisfaction
Accidents
Physical Health of Employees
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4. Lewin’s Force Field
a person’s level of performance in an organization results from factors that may either complement or contradict one another. Certain forces drive or motivate changes in behavior, while other forces restrain or block those changes.
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5. Major Elements of Stress
All individuals and organizations exist in an environment filled with reinforcing or opposing forces (i.e., stresses).
These forces act to stimulate or inhibit the performance desired by the individual.
a person’s level of performance in an organization results from factors that may either complement or contradict one another.
Certain forces drive or motivate changes in behavior, while other forces restrain or block those changes.

6. Major Elements of Stress
The forces affecting individuals are normally balanced in the force field.
The strength of the driving forces is exactly matched by the strength of the restraining forces.
Performance changes when the forces become imbalanced.
If the driving forces become stronger than the restraining forces, or more numerous or enduring, change occurs.
Conversely, if restraining forces become stronger or more numerous than driving forces, change occurs in the opposite direction.

7. Major Elements of Stress
Feelings of stress are a product of certain stressors inside or outside the individual.
These stressors can be thought of as driving forces in the model.
They exert pressure on the individual to change present levels of performance physiologically, psychologically, and interpersonally.
Unrestrained, those forces can lead to pathological results (e.g., anxiety, heart disease, and mental breakdown).

8. Major Elements of Stress
However, most people have developed a certain amount of resiliency or restraining forces to counter stressors and inhibit pathological results.
These restraining forces include behavior patterns, psychological characteristics, and supportive social relationships.
Strong restraining forces lead to low heart rates, good interpersonal relationships, emotional stability, and effective stress management.
An absence of restraining forces leads to the reverse.

9. Major Elements of Stress
Stress produces positive as well as negative effects.
In the absence of any stress, people feel completely bored and lack any inclination to act.
Even when high levels of stress are experienced, equilibrium can be restored quickly if there is sufficient resiliency.
In the case of the ambulance driver, for example, multiple stressors overpowered the available restraining forces and burnout occurred.
Before reaching such an extreme state, however, individuals typically progress through three stages of reactions: an alarm stage, a resistance stage, and an exhaustion stage

10. REACTIONS TO STRESS Alarm stage Resistance stage
increases in anxiety or fear if the stressor is a threat
increases in sorrow or depression if the stressor is a loss.
A feeling of shock or confusion if the stressor is acute.
Individual’s energy resources are mobilized and heart rate, blood pressure, and alertness increase.
These reactions are largely self correcting if the stressor is of brief duration.
Resistance stage
defense mechanisms predominate
body begins to store up excess energy.

11. Resistance stage: defense mechanisms
REACTIONS TO STRESS
Resistance stage: defense mechanisms
Aggression: attacking stressor directly. attacking oneself, other people, or even objects (e.g., whacking the PC ).
Regression: adoption of a behavior pattern or response that was successful at some earlier time (e.g., responding in childish ways).
Repression: denial of the stressor, forgetting, or redefining the stressor (e.g., deciding that it isn’t so scary after all).
Withdrawal : psychological and physical forms: fantasy, inattention, purposive forgetting, situation escape
Fixation: persisting in a response regardless of its effectiveness (e.g., repeatedly and rapidly redialing a telephone number when it is busy).

12. Resistance stage: defense mechanisms
REACTIONS TO STRESS
Resistance stage: defense mechanisms
If these defense mechanisms reduce a person’s feeling of stress, negative effects such as high blood pressure, anxiety, or mental disorders are never experienced.
The primary evidence that prolonged stress has occurred may simply be an increase in psychological defensiveness.
However, when stress is so pronounced as to overwhelm defenses or so enduring as to outlast available energy for defensiveness, exhaustion may result, producing pathological consequences.

13. REACTIONS TO STRESS Exhaustion Stage :
chronic stress is experienced : Stress is so pronounced and so enduring
=>overwhelm defenses
=>outlast available energy for defensiveness,
=>negative personal and organizational consequences.
pathological consequences may manifest
physiologically (e.g., heart disease)
psychologically (e.g., severe depression),
interpersonally (e.g., dissolution of relationships).
stressors overpower or outlast the resiliency capacities of individuals, or their ability to defend against them,

14. A General Model of Stress
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15. Coping With Stress
A Hierarchy of Approaches Enactive Strategies: eliminate or minimize stressors => create, or enact, a new environment for the individual that does not contain the stressors. Proactive Strategies: initiate action that resists the negative effects of stress. =>enhance overall capacity to handle stress by increasing personal resiliency and well being
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16. Coping With Stress A Hierarchy of Approaches Reactive Strategies:
Learn temporary coping strategies
Constructive strategies: temporary relaxation techniques and mind control
Developing short-term techniques for coping with stressors when an immediate response is required.
on -the- spot remedies to reduce temporarily the effects of stress: drinking, taking sleeping, pills, or letting off steam through anger

17. Four Sources of Stress Time Stressors Encounter Stressors
Situational Stressors
Anticipatory Stressors
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18. Types of Stressors Time Stressors Encounter Stressors Work overload
Lack of control
Encounter Stressors
Role conflicts
Issue conflicts
Action conflicts
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19. Types of Stressors Situational Stressors Anticipatory Stressors
Unfavorable working conditions
Rapid change
Anticipatory Stressors
Unpleasant expectations
Fear
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20. Eliminating Stressors
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21. Effective Time Management
Spending time on important matters
Distinguishing between important tasks versus urgent tasks
Focus on results rather than methods
Results rather than methods are the objectives
Not feeling guilty when saying “no”
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22. Types of Activities that Determine Time Use
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23. Types of Activities that Determine Time Use
Important activities:
Produce a desired result.
Accomplish a valued end,
Achieve a meaningful purpose
Urgent activities:
Demand immediate attention.
Associated with a need expressed by someone
Relate to an uncomfortable problem or situation that requires a solution as soon as possible.

24. Activities in the Important/Urgent quadrant (Cell 1)
Dominate the lives of managers.
Are seen as “have to” activities that demand immediate attention.
Attending a meeting, responding to a call or request, interacting with a customer, or completing a report
Require the manager to react.
Controlled by someone else
May or may not lead to a result the manager wants to achieve.

25. Activities in the Unimportant/Urgent quadrant (Cell 2)
The problem is even worse in Cell 2.
Demands by others that may meet their needs
But that serve only as deflections or interruptions to the manager’s agenda
only escalate a sense of time stress.
May not achieve meaningful, purposeful, and valued results => feelings of time stress will never be overcome.
Experiencing overload and loss of control
Managers are merely reactive.
Escape into Non important/Nonurgent activities (Cell 4) to relieve the stress.

26. Activities in the Important/Nonurgent quadrant (Cell 3)
Might be labeled opportunities instead of problems.
Oriented toward accomplishing high-priority
results.
Prevent problems from occurring
Build processes that eliminate problems rather than just reacting to them
© 2007 by Prentice Hall

27. Activities in the Important/Nonurgent activities (Cell 3)
Preparation, preventive maintenance, planning, building resiliency, and organizing are all “non-have-to” activities that are crucial for long-term success.
Are not urgent, however, they often get driven out of managers’ time schedules.
Should be the top priority on the time management agenda.
Ensuring that these kinds of activities get priority
=> Urgent problems being encountered can be reduced.
=>Time stressors can be eliminated.

28. Efficient Time Management
40 Techniques for Time Management
20 apply to all aspects of life
20 apply to management
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29. Efficient Time Management to all aspects of life
Rule 1 Read selectively
Rule 2 Make a list of things to accomplish today.
Rule 3 Have a place for everything and keep everything in its place
Rule 4 Prioritize your tasks. Each day you should focus first on important tasks and then deal with urgent tasks.
Rule 5 Do one important thing at a time but several trivial things simultaneously
© 2007 by Prentice Hall

30. Efficient Time Management for manager
Rule 3: Set a time limit.
Rules 5, 6, and 7 Have agendas, stick to them, and keep track of time..
Rule 8: Start meetings on time.
Rule 9: Prepare minutes of the meeting and follow up.
Rule 13 : Don’t overschedule the day.

31. Eliminating encounter stressors through community
Eliminating encounter stress through membership in a stable, close-knit group or community.
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32. Emotional Bank Accounts
A metaphor which compares investments in relationships to deposits and withdrawals in bank accounts. The more people interact positively, the more deposits are made.
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33. Eliminating encounter stressors through Contribution
Centers on what individuals can give compared to what they can get (assisting others, helping to make something better, fostering improvement in something).
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34. Four Dimensions of Social Intelligence
Eliminating encounter stressors through social and emotional intelligence
Four Dimensions of Social Intelligence
An accurate perception of other’s emotional and behavioral responses.
The ability to cognitively and emotionally relate to the responses of others.
Social knowledge
Social problem solving
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35. Eliminating encounter stressors through Work Redesign
It consists of five aspects of work
skill variety : the opportunity to use multiple skills in performing work
task identity: the opportunity to complete a whole task,
task significance: the opportunity to see the impact of the work being performed
Autonomy: the opportunity to choose how and when the work will be done
Feedback: the opportunity to receive information on the success of task accomplishment

36. Eliminating encounter stressors through Work Redesign
Effectively eliminating stress and increasing productivity by changing aspects of work.
To eliminate stressors at work:
combine tasks
form identifiable work units
establish customer relationships
increase decision-making authority
open feedback channels
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37. Eliminating Anticipatory Stressors through Goal Setting
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38. Eliminating Anticipatory Stressors through Small Wins Strategy
Identify something under your control
Change it in a way that leads toward desired goal
Find another small thing to change and change it
Keep track of changes made
Maintain the small gains made through change
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39. Developing Resiliency
The capacity to withstand or manage the negative effects of stress, to bounce back from adversity, and endure difficult situations.
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40. Balancing Life Activities
Insert figure 2.6
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41. PSYCHOLOGICAL RESILIENCY
Individual’s psychological resiliency: important moderator of the effects of stress
“resilient personality types”: Individuals with certain psychological characteristics, tend to handle stress better than others.
two examples that show best the relationship between personality and vulnerability to stress: the hardy personality and the Type A personality.

42. PSYCHOLOGICAL RESILIENCY
hardy personality
(1) feeling in control of one’s life, rather than powerless to shape external events;
(2) feeling committed to and involved in what one is doing, rather than alienated from one’s work and other individuals;
(3) feeling challenged by new experiences rather than viewing change as a threat to security and comfort.

43. PSYCHOLOGICAL RESILIENCY
hardy personality
Hardy individuals tend to interpret stressful situations positively and optimistically, and they respond to stress constructively.
their incidence of illness and emotional dysfunction under stressful conditions is considerably below the norm.
control, commitment, and challenge are central to the development of a variety of management skills, and are crucial for mitigating the harmful effects of stress

44. © 2007 by Prentice Hall

45. Type A personality Type A personality
Four behavioral tendencies that comprise a Type A personality:
a sense of extreme competitiveness;
significant life imbalance, usually indicated by high work involvement and an overemphasis on instrumental tasks;
strong feelings of hostility and anger;
an extreme sense of urgency and impatience.
© 2007 by Prentice Hall

46. SOCIAL RESILIENCY
Developing close social relationships: is a factor moderating the harmful effects of stress and contributing to resiliency
Individuals who are embedded in supportive social networks are less likely to experience stress and are better equipped to cope with its consequences.
© 2007 by Prentice Hall

47. SOCIAL RESILIENCY
Supportive social relations provide opportunities to share one’s frustrations and disappointments, to receive suggestions and encouragement, and to experience emotional bonding.
Such supportive interactions provide the empathy and bolstering required to cope with stressful events.
They are formed most easily among individuals who share close emotional ties (e.g., family members) or common experiences (e.g., coworkers).
© 2007 by Prentice Hall

48. Meaningfulness In Work
Well established relationship between engaging in meaningful work and positive outcomes.
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49. Meaningfulness In Work
Increases
Well-Being
Resiliency
Commitment
Effort
Engagement
Reduces
Stress
Depression
Turnover
Absenteeism
Dissatisfaction
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50. Meaningfulness In Work
Three types of meaning: Job: do work primarily for the financial or material rewards it provides Career Orientation: motivated by accomplishment and success Calling: driven by the meaning associated with the work itself
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51. Meaningfulness In Work
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52. Meaningfulness In Work
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53. Gratitude
Higher physiological health, cognitive function, and substantially higher job performance
Motivates others to express gratitude (self-perpetuating)
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54. Gratitude
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55. Temporary Stress Reduction Techniques
Physiological Techniques
Muscle relaxation
Deep breathing
Psychological Techniques
Imagery and fantasy
Rehearsal
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56. Behavioral Guidelines
Address stress by first trying to eliminate stressors, then focus on developing resiliency and well-being
Use proven time management practices
Build collaborative relationships with individuals based on mutual trust, respect, honesty, and kindness
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57. Behavioral Guidelines
Consciously work to improve your emotional intelligence
Try redesigning your work to increase its skill variety, importance, task identity, autonomy, and feedback
Reaffirm priorities and short-term goals that provide direction and focus to activities
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58. Behavioral Guidelines
Increase your psychological resiliency through life balance, especially by consciously engaging in physical, intellectual, cultural, social, family, and spiritual activities
Increase hardiness by implementing a small-wins strategy
Learn at least one relaxation technique and practice it regularly
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59. Behavioral Guidelines
Increase social resiliency
Identify meaningfulness in work that is more important to your own reward
Establish contribution goals that make a difference to those around you
Implement at least one gratitude practice
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60. Copyright Information
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