ORGANIZATIONAL STRESS

Project on organizational stress byName

ISHITA DADIA TINA FERNANDES JENILA GOSPELIN HIMANI LAPASIA TEJASHREE MELANTA SHEETAL NAIR

Roll no.
07 12 17

22
27 32

STRESS IS AN IGNORANT STATE. IT BELIEVES THAT EVERYTHING IS AN EMERGENCY.

- NATALIE GOLDBERG

STRESS IS NOTHING MORE THAN SOCIALLY ACCEPTABLE FORM OF MENTAL ILLNESS. -RICHARD CARLSON.

GIVE YOUR STRESS WING, AND LET IT FLY AWAY. -CARIN HARTNESS

ORGANIZATIONAL STRESS
Stress in a organization is very common in present 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.

CAUSES OF STRESS
1. Problems with the physical environment,

such as poor lighting or excessive nose, 2. Role ambiguities or conflicts in responsibilities.

3. Problems with the quality of work

such as lack of diversity, an excessive pace or too little work .

4. Relationships with supervisors and subordinates.

5. Career development stressors, such as lack of job security, perceived obsolescence, and inadequate advancement.
6. Strict and unflexible work timings, badly designed shifts.

 Increasing absenteeism.

EFFECTS OF ORGANISATIONAL STRESS

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.

PREVENTION OF ORGANISATIONAL 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 about career 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 as many subordinates as possible to resolve stressproducing problems.

STRESS MANAGEMENT: TIPS

Recognize the Problem Make time for fun
Express & share your feelings. Learn to tackle life change events

Reduce exposure to Stressors Learn to adjust properly Organize life a little more efficiently

Exercise, eat and sleep properly

Learn to relax mind

Learn to relax body

AMERICAN EXPRESS
RISE OF EXTREME JOB

Before Barbara Agoglia left her job at American Express she was spending 13 hours a day working. She also had to be available via cell phone 24/7.

The last straw came when she didnt had time to wait with her 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 family due to the excess work that made them stressed up.

CAUSES

TIME PRESSURE

WORKLOAD

LACK OF PERSONAL CONTROL

CHRONIC WORRY

PERSONAL JOB LOSS

EMOTIONAL INSTABILITY

EFFECTS

ST. PAUL FIRE & MARINE INSURANCE COMPANY

ST. PAUL FIRE & MARINE INSURANCE COMPANYconducted several studies on the effects of stress prevention programs in hospital settings.

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 of medication 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 stress prevention activities. In contrast, there was no reduction in claims in a matched group of 22 hospitals that did not implement stress prevention activities.

BT has 1,00,000 staff members.

BRITISH TECHNOLOGIES

BT call centre which had become increasingly multifunctional had dropped the centre from 100 30 due to this additional stress was seen among the staff.
Three tier strategy was devised after consultation with workers and unions intervention and rehabilitation.

CAUSES

MULTIFUNCTIONALI SM

POOR QUALITY
TENSION & BURNOUT

NO PROPER COMMAND

ABSENTEEISM

HEALTH PROBLEMS

EFFECTS

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.

SCOTTISH POWER

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.

CAUSES

JOB WORK-LOAD

POOR QUALITY SUPERVISION

LACK OF PERSONAL CONTROL

ABSENTEEISM

HEALTH PROBLEMS

EFFECTS

All staff were enrolled in a three-four training session on managing their own stress. A confidential system was introduced to allow staff refer themselves to the occupational health department and management to refer employees. A confidential help line provides advice on a range of issues including death and health problem until 10pm daily.

Mental health related sickness absence that had grown upto 5% has now stablised due to the above measures taken place.

NHS LANARKSHIRE

NHS LANARKSHIRE is responsible for the health of more than 560000 people in north and south in LANARKSHIRE.

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.

CAUSES

UNDULY STRESS

FRUSTRATION

HEALTH PROBLEMS

EFFECTS

ABC CIVIL ENGINEERING

ELAINE TILLMAN was working for ABC civil engineering on a project of RPF .

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 task they normally didnt do or enjoy.

CAUSES

ECONOMIC HIT

FEWER NEW PROJECT

LACK OF STAFF

DIFFERENCES BETWEEN COMPANY AND INDIVIDUALS VALUES

INSECURE JOB CLIMATE

POOR QUALITY SUPERVISION

EFFECTS