AOM MIDTERM REVIEWER TYPES OF STRESS

 General Stress
STRESS MANAGEMENT
 Everyone has this stress
WHAT IS STRESS?  Resolve in a day or two
 No intervention require
 Stress can be defined as our mental, physical,  Cumulative Stress
emotional, and behavioral reactions to any  Builds up in your body
perceived demands or threats.  Become more difficult to alleviate your
 It arises when they worry that they can’t cope. symptoms
S=P>R  More serious psychological problems

Stress occurs when the pressure is greater than the TYPES OF STRESS
resource Acute Traumatic Stress
CAUSES OF STRESS - Critical incident stress
- Produce physiological distress
 External causes - Abnormal reaction to normal situation
- Family work, economics work, school, Post Stress Traumatic Stress
unforeseen events, major life changes, - Severe stress produces severe
Noise, Political uncertainty etc. psychological trauma
 Internal causes - Produce lasting change
- Worry, uncertainty, fear, attitudes,
unrealistic expectations, etc. TYPES OF STRESS ON BASIS OUR RESPOSE

WHY DO WE "STRESS OUT"? • Good Stress

 Helps you stay focused, energetic, and alert
For two major reasons: by helping you rise to
 meet challenges; presentation at work or
 We perceive a situation as dangerous, difficult,
sharpens your concentration
or painful.
 when you’re attempting to complete work
 We don't believe we have the resources to
projects.
cope.
Examples: Getting into College, Winning a
‘Fight And Flight’ Response
Lottery.
 When situations seem threatening to us, our
• Unhealthy Stress
bodies react quickly to supply protection by
 Cause major damage to your health, mood,
preparing to take action. This physiological
productivity, relationships, and quality of
reaction is known as the "fight or flight"
life.
response.
 The physiological response to a stressor is Examples: Difficult Work, Threat of Personal
known as reactivity injury.
STAGES OF THE STRESS RESPONSE COMMON STRESS ASSOCIATED DISEASES
GENERAL ADAPTATION SYNDROME OF HANS SELYE  Diminished Immunity
(1907-1982)  Headache
 Fatigue
 Alarm —When one feels threatened
 Weight loss or Gain
 Activation of the fight or flight reaction
 Hypertension
 Resistance —Mobilization of resources to solve
 Anxiety
the problem
 Depression
 Continued stress causes adaptation
 Alcoholism
 Exhaustion —Adaptation fails and level
 Heart Disease
of function decreases
 Digestive problems
THE GENERAL ADAPTATION SYNDROME
SIGNS & SYMPTOMS OF STRESS
1. Stressor
2. Meeting and resisting stressor
3. Coping with stress and resistance to stressor
4. Negative consequences of stress (such as
illness) occur when coping is inadequate
COGNITIVE 5. Take breaks, give Yourself "Me Time. "

 Memory Problems • Learn that taking time to yourself for

 Decreased Concentration rejuvenation and relaxation is just as important
 Poor Judgement as giving time to other activities.
 Seeing only the negative
• At minimum, take short breaks during your
 Constant Worrying
busy day.
Emotional
6. Take Good Care of Yourself:
 Fear
 Eat properly, get regular rest, keep a routine.
 Irritability or short temper
Allow yourself to do something you enjoy each
 Inability to relax
day.
 Depression
 Depression or general unhappiness 7. Learn to say “NO"
 Sense of loneliness and isolation
• Learn to pick and choose which things you will
Physical say "yes" to and which things you will not.
 Increased BP • Protect yourself by not allowing yourself to
 Rapid Heartbeat take on every request or opportunity that
 Frequent Colds comes your way.
 Dizziness
 Increased Respirations 8. Get regular exercise:

Behavior  Exercising regularly can help relieve some

symptoms of depression and stress and help us
 Eating more or less to maintain our health.
 Violence
 Sleeping too much or little 9. Get a Hobby:
 Using alcohol cigarettes, or drugs to relax - Do something different. For a balanced
 Isolating yourself from others lifestyle, play is as important as work.
 Nervous habits (e.g. nail biting, pacing)
10. Slow down:
Steps To Managing Stress
 Know your limits and cut down on the number
1. Identify if you are stressed. of things you try to do each day, particularly if
2. Identify the stressor. you do not have enough time for them or for
3. Identify the reason for the stressor. yourself.
4. Select an appropriate stress management.  Monitor your pace.
5. Evaluate - Rushing through things can lead to mistakes or
poor performance. Take the time you need to
do a good job.
SUGGESTIONS FOR REDUCING STRESS  Poorly done tasks can lead to added stress.
1. Find a Support System 11. Laugh, use humor:
 Find someone to talk to about your feelings and  Do something fun and enjoyable such as seeing
experiences. a funny movie, laughing with friends, reading a
humorous book, or going to a comedy show.
2. Change Your Attitude:
12. Learn to relax:
• Find other ways to think about stressful
situations.  Develop a regular relaxation routine.
- Try yoga, meditation, or some simple quiet
• "Life is 10% what happens to us, and 90% how
time.
we react to it."

3. Be Realistic:
RELAXATION EXERCISES
• Set practical goals for dealing with situations
and solving problems. Many different kinds, but some are:
• Develop realistic expectations of yourself and • Deep Breathing:
others.
• Visualization:
4.Get Organized and Take Charge:
Visualization is a nice way of giving our minds
 Being unorganized or engaging in poor planning and bodies a “mini vacation”
often leads to frustration or crisis situations,
which most always leads to feeling stressed.
Plan your time, make a schedule, establish your
priorities.
BENEFITS OF STRESS MANAGEMENT TIME MANAGEMENT MATRIX-CLASSIFICATION OF
ACTIVITIES
 Increased Teamwork
 Increased Efficiency URGENCY/IMPORTANC URGENT NOT
 Reduce blood pressure E URGENT
 Heart disease IMPORTANT 1 2
 Digestive Troubles
 Improve Sleep NOT IMPORTANT 3 4
 Mental Health

CONCLUSION
EFFICIENCY Vs. EFFECTIVENESS
 Set realistic expectations
 Exercise regularly • Often worst performers are those who seem to
 Eat healthy be working hardest and longest. They are very
 Get adequate sleep busy but not necessarily effective.
 Maintain a work-leisure balance COMMON TIME MANAGEMENT PROBLEMS :
 Positive Reframing & optimism PROCRASTINATION
 Enhance social support
• Procrastination : Putting off the doing of
something intentionally and habitually.
• If you suspect yourself; ask yourself – why am I
TIME MANAGEMENT
putting this off?. If there is no reason. Do it.
TIME IS MONEY Do not confuse reason with excuse.
• PROCRASTINATION is world’s number one time
• You can make money; you can’t make time. waster. Banish it from your life. There is no
• An inch of gold cannot buy an inch of time time like present to do any work.
(Chinese proverb).
COMMON TIME MANAGEMENT PROBLEM: POOR
WHY TIME MANAGEMENT? DELEGATION
- To utilise the available time in optimum • Do not spend time on a work that can be done,
manner to achieve one’s personal and to a satisfactory level, by your subordinate.
professional goals. • Delegation saves your time and develops
TIME FOR EVERYTHING subordinates
• Delegation improves results by making fuller
 Take time to work, it is the price of success use of resources
 Take time to think, it is the source of power • Delegation implies transferring initiative and
 Take time to play, it is the source of youth authority to another
 Take time to read, it is the source of wisdom
 Take time to love, it is the privilege of Gods THE ART OF DELEGATION
 Take time to serve, it is the purpose of life • Delegation begins with a deep sense of the
 Take time to laugh, it is the music of soul value and limits of your time.
TIME AWARENESS – TIME TRACKING • Managers often complain that they are running
out of time when their subordinates are running
• Peter Drucker : “Make sure you know where out of work.
your time goes.” • Delegating the more routine or predictable part
• Don’t depend on memory. Keep a time log. of ones job is only the first step.
• See that your time is spend as per your • Delegation is not abdication. Some degree of
priorities or your core responsibilities. control needs to be maintained.
MANAGERS TIME DIFFICULTIES IN DELEGATION
 Planning is key managerial function but - It’s risky.
research shows that less than 5% of - We enjoy doing things.
management time goes on planning. - We don’t sit & think.
 Pareto Principle : Twenty percent of your - It’s a slow process.
time will produce 80% of your productive - Like to be “top of everything”.
output. Can you afford not to manage at- - Will subordinate outstrip us?
least that 20% ? - Nobody can do it as well as I can.
 Parkinson’s Law : Work expands to fill the
time available for it. Beware !  Delegation is a great motivator. It enriches
jobs, improves performance & raises morale of
staff.
COMMON TIME MANAGEMENT PROBLEMS OFFICE COMMON TIME MANAGEMENT PROBLEMS:
MIS-MANAGEMENT MEETINGS

 Develop an efficient system of office working.  Meetings are potential time wasters.
 Muddle makes work and wastes time. Strive for  Meetings are necessary evil; distractions from
good order in your office. one’s regular work.
 Utilise all resources fully.
 Handle telephone properly. Don’t let it become  Try to say ‘No’ to a meeting where you are not
required.
a nuisance.
 To the extent possible, handle a piece of paper  Agenda should be definite.  Everyone should
only once. receive the agenda and relevant papers well in
advance.
TIME EFFECTIVENESS IN OFFICES
 There should be a finishing time for meeting.
 Time can be wasted imperceptibly if your work
area is not organised well. Your desk should be DOs/ DON’Ts FOR
clear of all paper except the specific job on BOSS/CHAIRPERSON/ADMINISTRATOR
hand. It invites you to think about one thing at
a time. Concentration is a great time saver.  Do not call a meeting unless it is necessary
 Paper work : Recommended principle is “to  Do not call a meeting if the task can be handled
handle each piece of paper only once.” by a call or by a small group through formal/
 Sort papers under : FOR ACTION/ FOR informal discussion
INFORMATION/ FOR READING/ FOR WASTE  Meetings are not required to:
PAPER  Do not call a meeting unless it is
 BOTTOM DRAWER necessary
 Do not call a meeting if the task can be
handled by a call or by a small group
EFFECTIVE WRITING through formal/ informal discussion
 Meetings are not required to:
 Clarity, simplicity and conciseness are essentials
of good writing. DOs/DON’Ts FOR
 Think, List and then Arrange. BOSS/CHAIRPERSON/ADMINISTRATOR
 Do not cover too many subjects in one letter.  Call only those who are involved
 Strive to write one page letters.  These are more  Have a written agenda and circulate to all along
digestible. with supporting papers
 Do not over-pack the agenda
MAKE THE TELEPHONE WORK FOR YOU
 Agenda should not have ‘Any other item’
 Telephone is a great time-saving tool in right  Start on time
hands.  Stick to agenda
 Plan your calls.  Beware of ‘Hijackers’
 Set aside a period of time for making and if
DOs/DON’Ts FOR PARTICIPANTS
possible, receiving calls 
 Timing for each call.  Come prepared (with facts and figures)
 Come on time
 Talk to the point.Do not try to divert the
HOW TO CONTROL INTERUPPTIONS discussion
 Do not try to hijack the meeting
 Telephone is a great time-saving tool in right
hands. BOSS-IMPOSED TIME
 Plan your calls.
 Time spent doing things we would not be doing
 Set aside a period of time for making and if
if we did not have bosses.
possible, receiving calls
 Keeping bosses satisfied takes time, but dealing
 Timing for each call.
with dissatisfied bosses takes even more time.
YOUR PROFESSIONAL ASSISTANT  Failing to invest sufficient time to satisfy bosses
always results in more & more boss-imposed
 Transform your PA/Secretary into Professional time. With lesser time for others.
Assistant .
 Your PA can help you save time by  ROLE OF BOSS:BOSS MUST REALISE THAT-
 Keeping unwanted callers at bay – by
 The time of the subordinate is also important
diverting them to appropriate person.
for the organisation.
 Minimizing interruptions; can arrange
 The tasks monitored by you are only part of
interviews suitably.
duties of subordinate.
 Dealing with routine correspondence.
 If subordinate is hard pressed for time the
quality of output is bound to suffer.
  System improvements are essential  Now he will pressurise you to do what actually
responsibilities of bosses-particularly those is his job.
which reduce time being spend on  Sometimes colleagues also try to pass on their
unimportant/ unnecessary activities monkeys.
 You can do only one persons work.  Many Bosses are in habit of passing their
 Perfection, at times, becomes monkeys to subordinates.
counterproductive.  This snowballs to upward, sideward &
downward leaping ‘Monkeys’. These take our all
ROLE OF SUBORDINATE
available time with no time to work on our own
 Realise that Boss has a wider vision ‘Monkeys’.
 Devote time as per organisational objectives  So be careful.Do not accept others monkeys.
and your goals
 Go to Boss after doing your home work
 Manage the problems which can be tackled at RECAP
your level
 Yesterday is a cancelled cheque, Tomorrow is a
PLANNING THE DAY promisory note,Today is ready cash. Use it.
 When feasible, delegate.
 Prepare a list of priorities for the day based on
 Don’t let paperwork pile up.
urgency and importance.
 Do not postpone work.
 Get the timing right.
 Identify your time waster and resolve to
 Morning is the time for hard work.
eliminate them.
 Interesting work, meetings and social events
 Add times for relaxation and recreation in your
can take place in off-peak time.
schedule.
 Have work-breaks to over come fatigue.
 Identify and make use of “up” and “down” time.
 Living 100% in the present improves your work
 Learn to say “NO.” It is not a crime.
output.
 Make use of committed time – travel time,
OTHER TIME SAVERS waiting time etc.
 Plan the day.
 Concentration, Avoid interruptions  Set goals and work towards achieving them.
 Use of committed time  Keep the Boss happy.
 Good Health
 Do not let your subordinate come to you with
problems unless they bring their proposed
solutions.

PROBLEMS OF OVERWORKED MANAGER

 Why some managers are typically running out

of time while their staff is running out of work.
 They pick up staff’s job. They enjoy &
are good at it.
 They try to do things efficiently which
are not worth doing at first place.
Efficiency Vs Effectiveness.
 It can be explained by ‘Monkey-on-the-back’
analogy. Monkey is ‘next move’ or problem or
opportunity that comes to us.

WHAT IS MONKEY?

 A monkey is a next move or an opportunity, or

problem which comes to us.
 ‘Monkey Management’ helps to transform
from a manager under time pressure to an
effective one.

MONKEY-ON-THE-BACK

 Some ‘Monkeys’ belong to us. However,

greatest proportion belongs to subordinates.
 Once we pick up ‘Monkeys’ from subordinates
they get message that we want Monkeys.
 By allowing ‘Monkey’ from your subordinates
on to your back you volunteered for two things:
 Accepted responsibility for the problem
from him.
 Promised him a progress report.