TOPIC AT A GLANCE Topic Name: Managing Stress at Work Managing an over worked and stressed human resource have become a challenging and ever difficult task for today’s managers. With a view to utilize the available human resource thus minimizing costs and maximizing profits, today both managers and their subordinates have to coop with work related stress.This stress if it goes to certain extent without being controlled can affect the person’s family/social life, health, performance etc and changes the employee’s whole attitude towards work- frustrating, demotivating and frightening him/her which in the long run damages the organization and the employee both. This paper will briefly examine the various stress-management interventions adopted by three reputed companies to improve efficiency in the work place Key Words: Stringers, Biofeedback, stressors, Food exchange. —————————————————————————————————– Life is tough and getting tougher by the day! The stress of daily living, especially as the pressure to excel mounts, impacts everyone, not just on the work front but in every single area of an individual’s life In today’s world of doing more with less, employees find themselves with more work, fewer resources, and less time.
With a tight deadlines and a competitive work environment only the best performers are guaranteed continued employment. All of these factors add up to a very stressful work environment.Ultimately employees take work home and worry about missing deadlines or performing inadequately and end up working longer hours. Stress can be caused by many things in life, pressures from work, the family, social commitments and other everyday events. The word stress is derived from the Latin term ‘Stringers’ which means “to draw tight”. Some define stress as the non-specific response of the body to any demands made on it. Stress is our physical, mental, and emotional response to the various demands, changes, and events in our life. It is an internal phenomenon and a mental attitude.
In some cases, stress motivates and encourages us to complete a task we find difficult so that we can take pride in ourselves and what we achieve. Hans Selye was one of the founding fathers of stress research. His view in 1956, which holds true today also, was that stress is not necessarily something bad – it all depends on how one takes it. In an ideal world, there should be just enough stress to keep employees working to their full potential, but not enough to cause overwhelm or excessive anxiety. Too much or too little stress is where we run into problems. [pic] | Stress symptoms begin to manifest themselves when an individual perceive or feel that life demands are exceeding their ability to deal with them.
When stress begins to take its toll, they may experience both physical and psychological effects. Causes or Sources of Stress The sources of stress may be classified into two broad categories as follows: 1. Individual Stressors: Personality, motivation, ability, experience, status, life stages, beliefs and values.
2.Organizational Stressors or Environment: There are several potential stressors in the organization. These are summarized as bellow Organizational Stressors 1. Roles in the Organization a) Role conflict b) Role ambiguity c) Minimum management support d) Holding mid-management position 2. Responsibility a) With superiors/subordinates/ colleagues b) Inability to delegate 3.
Job Qualities a) Time pressures b) Work over/under load c) Level of accountability 4. Organizational Structure a) Lack of participation b) No sense of belongining c) Poor communication d) Restriction on behavior ) Lack of opportunity/performance evaluation/pay 5. Physical Environment a) Working conditions like noise, lighting, aesthetic appeal of rooms etc. 6.
Change a) Individual life stages b) Organizational- transfer, promotion, job expansion etc. 7. Career Development a) Status conflicts b) Obsolescence of skill c) Mid-career stage Consequences of Stress 1. On the Individual: a. Physical Aliments e. g. headache, insomnia and heart problems b. Mental e.
g. anxiety, lack of clear thinking, loneliness c. Behavioral e. g. excessive smoking, drinking, withdrawal from relationships 2. On the Organization:Low productivity, poor quality, absenteeism, low job satisfaction, accident proneness and poor interpersonal communication.
Indian Methods of managing Stress Indian philosophy consisting of Upanishadas, Vedanta, etc, is very helpful in winning stress. Dr. Satish Chandra Pandey (8m Journal, JIMS April-June 1997) has given some valid points on managing stress, some of which are as follows- 1. Develop training programs for executives and other staff members for their total personality development based on Indian values, so that they can develop their own strategies for coping with their organizational environment/stressors. . Each organization must develop its own management philosophy based on Indian values and educate its employees about that philosophy to motivate them for achieving excellence in different areas. 3.
Organizations must know that reducing organizational stress is as important as motivating employees. Both the process is complementary to each other: they are not replacements. Stress Management Techniques There are numerous techniques that experts recommend for relieving the symptoms of stress. 1. Talk about your worries – to colleagues, spouses or friends 2.Exercise – take up physical activities such as jogging, walking, and cycling which can relieve the feelings of stress. Chemicals released in the brain during exercise produce a ‘feel good’ mood.
3. Learn biofeedback – this is a relaxation method in which a person learn to consciously control your breathing rate and heart rate so that stressful situations do not elicit a major physiological reaction. 4. Take up a new hobby –like gardening or join a group so that you can socially interact with people who have the same passions.
5.Join a Yoga class – yoga is one of the oldest forms of relaxation known to man. 6. Learn the difference between work and home- By separating the two main areas of your life you can leave the stress of work behind when you finish for the day. 7. Help out with a charity- Charities are always looking for volunteers to help with events and collecting. Find a charity that you are passionate about and donate a few hours to helping them in the community. 8.
Take time to read- Novels and autobiographies are particularly good for diverting your thoughts away from the stresses and worries of the day. . Learn to meditate- the art of meditation is easy to learn and as it allows you to suspend your thoughts for a period of time it is great for forgetting about the pressures that you are under. 10. Vacation away- helps in avoiding and changing the stressors or environment for a short time. It doesn’t matter which type of stress relief method you choose because they will all work to some degree however some people will prefer physical activities such as dance or exercise whereas others will prefer meditation and relaxation techniques.
Find what works for you and have fun doing it.Stress management techniques applied in some organization Dell Inc Dell was founded in 1984 with $1,000 and an idea by Michael Dell. The idea was to build relationships directly with customers. Michael Dell, born in February 1965, is presently the chairman of the Board of Directors and chief executive officer of Dell. Mr.
Dell became the youngest CEO ever to earn a ranking on the Fortune 500. Dell Inc. (Dell) is a technology company, which offers a range of product categories, including desktop computer systems, storage, servers and networking products, mobility products, software and peripherals, and enhanced services.
Dell entered Asia-Pacific/Japan in select markets and began investing in regional facilities, management, service and technical personnel in 1993, with its first operations in Japan and Australia. Dell direct sales operations are currently in 13 markets in the region: Australia, Brunei, China, Hong Kong, India, Japan, Korea, Macau, Malaysia, New Zealand, Singapore, Taiwan and Thailand. In addition, 38 distributors serve another 31 markets. Dell was the No. 3 vendor in the industry in the region in 2007.
Dell had a market value of $4 billion (20 Oct, 2007). Industry Type: BPO/Call Center (Dell)Average age of employee: 21+ Qualification: HS/Graduation Work profile: Attending customer calls. Some stress management techniques adopted at Dell are as follows- 1. Lighting-Bright light with carefully chosen wall colours 2.
In-house cafeteria and Gym 3. Food festivals-on special days/festivals at cafeteria 4. TV’s placed in corridors, adequate number of bunks for taking rest 5.
Food exchange-employees are encouraged to bring home made food. These foods are exchanged-this technique help bridge cultural differences as employees get to taste may be Bengali, Marathi, Andhra or Punjabi food.Small rewards are offered to the best recipe. 6.
Quarterly tours are organized. If the place is far or exceeds budget, Dell pays part expense. 7. Gaming stations, cricket pitch (net practice) and table tennis playing provisions are also maintained. 8. Dell also undertakes social services like sponsoring education to some poor children. These children are brought to Dell office and the employee interacts with them along with a in-house cafeteria party.
9. For newly joined employees mentoring (buddy) is done relieving the new appointees stress and helping him/her settle down. 0. Quarterly good performers are rewarded along with a party (recently held in Taj Deccan) with theme based programme like Hollywood night. Best dressed individuals are also rewarded. Sipera Systems Inc Founded in 2003, Sipera is headquartered in Richardson, Texas US, with a development center in Hyderabad, India. Sipera is backed by three well-established venture capital firms and is led by a seasoned, experienced management team. Industry Type: IT/Software Average age of employee: 27+ Qualification: BE Work profile: Software developmentSome stress management techniques adopted at Sipera Systems are as follows- 1.
Weekend Salsa class. 2. Gym, Meditation sessions. 3. Saturday morning cricket, TV, Cafeteria. 4. Well lit interiors/ambience/carefully chosen wall colours 5. Share-the Director of India operations encourage individuals to invest in shares, he himself is also an avid investor-he claims it to be his de-stressing workout.
Recently the Sipera also invited Networth Stock Broking Ltd an investment firm to give presentation on “How to invest in shares” to its software developers. TATA GroupThe Tata Group comprises 98 operating companies in seven business sectors: information systems and communications; engineering; materials; services; energy; consumer products; and chemicals. The Group was founded by Jamsetji Tata in the mid 19th century, a period when India had just set out on the road to gaining independence from British rule. The Tata Group is one of India’s largest and most respected business conglomerates, with revenues in 2006-07 of $28. 8 billion (Rs129,994 crore), the equivalent of about 3. 2 per cent of the country’s GDP, and a market capitalization of $59. 4 billion as on January 24, 2008. Industry Type: Steel Average age of employee: 46+ Qualification: HS/Graduates/Engineers Work profile: Production of steel from natural ores.
Recent Stress management programs organized by TATA 1. A spate of cultural activities, including a “Hasya Kavi Sammelan” (stand-up comedy) and an art exhibition, was organised by the Jharia Division during the last few months. 2. Held on March 29, 2007 the focus on the Domestic Management Programme was to encourage spouses of employees to take better charge of managing their homes and create a stress free and happy home environment.Mrs Divaker, wife of General Manager, Jharia, Mr Ch Divaker, took a lead role in successfully conducting the programme, sharing her own experiences with the ladies. Over 75 participants benefitted from the inputs and experiences shared. |[pic] | [pic] [pic] [pic] The Tata Management Training Centre (TMTC) holds programmes on all the functional areas of management, with special emphasis on new and emerging themes.
The ultimate goal of all these programmes is to drive performance parameters like increase in revenue, productivity and improved quality and customer service. All the courses are interactive, experiential and help participants to exploit opportunities in their own areas of work. TMTC offers easy-to-understand and simple-to-execute training solutions.
They are customised in a way that they are delivered at the right time and in a context that is aligned with the client organisation’s vision, mission, philosophy, values and the issues at hand.Each programme developed by TMTC is supported by research and the development of rich resource material for participants. Key theories are explored, developed and practised in every learning event. The faculty mix usually comprises academicians and practicing managers, all well-known and respected individuals from India and overseas. All programmes are planned by full-time faculty members, after an assessment of the needs of the participating companies and organisations.
TMTC has designed and assisted in the implementation of several interventions to meet the specific needs of client organisations. Through various programmes and initiatives, it has helped various organisations and managers to respond to the realities of today’s global marketplace. Company-specific programmes In today’s intensely competitive business scenario, the key role of a manager is to make decisions in a dynamic environment and be prepared to face and respond to the consequences of these decisions, in a background of diverse and often conflicting demands and dimensions of business.Managers and future leaders need to have an insight into marketing, financial and operational decision-making, the role of each of the teams handling these areas and the interdependence of these dimensions in running a successful business enterprise.
Customised solutions These are assessed through diagnostic studies based on the data collected through research. TMTC also offers customised solutions and services to organisations with reference to specific problems they encounter. TMTC also offers in-company training and consultancy in varied management disciplines.Organisations gain from the faculties’ expertise gained through working with different organisations. Emphasis in consultancy assignments is on getting involved in implementation and taking responsibility for recommendations [pic] What was once a family mansion has today become a prominent ‘Centre of Learning’. Designed by renowned architect George Wittet, the Tata Management Training Centre (TMTC) is housed in an elegant old-world structure in Pune. Designated a ‘heritage’ building, it still retains its old architectural style and calm ambience though located in the heart of the city.
It is the tranquil and welcoming environment at TMTC that greatly enriches the educational experience of the participants by providing a host of opportunities for interaction with one another and with the faculty beyond the classroom laying the groundwork for building lasting relationships. The state-of-the-art technology and facilities that support training and programmes at TMTC provide participants with additional prospects in developing teamwork, learning new skills and sharing new perspectives, all central to the mission of TMTC.The insights gained from the training and the programmes shapes and fosters the development of an all-round business manager. The institute’s approach to learning entails studying new and advanced management concepts and thereby gaining an insightful experience throughout the training and beyond. Superior facilities viz.
IT-related, recreational, residential and a fully equipped modern library replete with a wide range of titles, videotapes and VCDs amplify the learning and sharing experience at TMTC.These conveniences encourage the participants to strike a right balance between the stringent demands of the courses and their need to look at their management roles in a new perspective. As per the directives from the government, the entire TMTC campus has been declared as a “No Smoking” area. |[pic] | |[pic] | | | | |Over the years the Tata Management Training Centre has successfully delivered solutions to a wide cross-section of clients | |in the Tata group and outside by leveraging its vast organisational experiences, group knowledge resources for business | |innovation and delivering sustained competitive advantage. | |Tata Management Training Centre provides consultancy in numerous areas which are based on in-depth research and actual | |hands-on experience gathered by its Faculty. |Key offerings include: | |Product and innovation management | |Implementing innovation strategies in organisations | |Balanced scorecard/dashboards/performance metrics | |Leadership development | |Business process management | |Writing analytical business case studies on company-specific issues/achievements | |Distribution channel design and management | |Marketing information system development for brand management | |Developing the marketing strategy for tyres | |Opportunity scoping and organisation design and strategy | |Operations re-engineering and marketing strategy for the retail banking sector | |Marketing strategy and planning. | |Client list: | |Tata Motors | |Voltas | |Titan |Infiniti Retail | |Trent | |Tata Steel | |Tata Power | |IHCL | |Tata Capital | |Tata Motorfinance | | | | | [pic] | | | | | |[pic] | | | | | |[pic]Tata Leadership Seminars | |[pic]Tata Group Strategic Leadership Seminar (TGSLS) | |[pic]Tata Group Executive Leadership Seminar : Globalization Imperatives (TGELS) | |[pic]Tata Group Emerging Leaders Seminar (TGeLS) | | | | | | | |Tata Leadership Seminars | |Introduction | |The Tata Group has adopted a novel approach for developing leadership potential in the Group. In keeping with this | |approach, several training and development initiatives have been identified and are being acted upon.
| |On the training front three key Leadership Programmes have been identified.These are: | |Tata Group Strategic Leadership Seminar | |A six-day intensive programme, this seminar is anchored around case studies, developed and conducted in collaboration with | |three faculty members, Professors Krishna Palepu, Nitin Nohria and Das Narayandas, of the Harvard Business School. It is | |currently in its sixth year of implementation. Top and senior management professionals, like business and functional heads,| |and those with potential to assume such roles in the near future are invited to participate in this programme. | |Tata Group Executive Leadership Seminar | |This is an intensive programme revolving around conceptual frameworks, case studies and group exercises developed and | |delivered in collaboration with The Ross School of Management, University of Michigan.
Professors C K Prahalad, Wayne | |Brockbank, Narayanan, Krishnan and Venkat Ramaswamy form the core faculty for this programme. Senior and middle management | |professionals, such as people reporting to business heads, functional heads or people with potential to take on such roles | |in the short to medium-term, are invited to participate in this programme. | |Tata Group Emerging Leaders Seminar | |Using a combination of conceptual sessions, case studies and feedback intensive workshops to address the three focus areas,| |this seminar is aimed at young managers expected to assume future leadership roles in the Tata Group.
The key areas of | |focus are | | | |• Delivering customer value through integrated marketing and operations | |• Role of strategy and finance in creating and sustaining competitive advantage | |• Business leadership in changing times. | |As part of the Seminar, participants have to explore areas either at their workplace or in the Tata Group, where they are | |to apply their learning through a project or a problem-solving approach. Young, promising managers from middle levels of | |management ideally in the age group of 30 to 35 are invited to participate in this programme.
This seminar has been | |developed and is delivered in collaboration with different academic and practicing professionals from the IIMs, The Ross | |School of Business, University of Michigan and Centre for Creative Leadership, USA. | | |[pic] | | | | | | | |Tata Group Executive Leadership Seminar : Globalization Imperatives (TGELS) (Participation through Invitation Only) | |The Tata Group Executive Leadership Seminar is a high-level strategic management course designed to assist managers with | |responsibilities for global strategy. The program provides an intensive focus on global corporate strategy to guide | |participants in formulating a conceptual framework for building organizational capabilities. The primary focus of the | |program is to help each participant develop a “personal agenda” for action on his or her return. Throughout the program, | |participants are encouraged to identify the big impact ideas that are relevant to them.The program also focuses on | |improving each participant’s personal managerial effectiveness.
| |Program Objectives/Contents | |The program is a high-level strategic management course designed to assist managers with responsibilities for global | |strategy. This program will foster a global perspective and a set of borderless attitudes and behaviors among executives | |responsible for managing global competition. The program provides an intensive focus on global corporate strategy to guide | |participants in formulating a conceptual framework for building organizational capabilities.
|It will provide specific inputs in each functional area, viz. | |- Strategy | |- Co-creating Value with customers | |- Finance | |- Information Technology and Business Value | |- Human Resource Management | | | |Faculty : The course is designed and taught by world-renowned faculty from the Stephen M Ross School of Business, | |University of Michigan. | | |[pic] | | | | | | | |Tata Group Strategic Leadership Seminar (TGSLS) | |The Tata Group Strategic Leadership Seminar is for senior executives who provide strategic leadership to their business. It| |aims at developing and sharpening the full range of personal and business skills required by strategic leaders in critical | |roles.The Tata Group Strategic Leadership Seminar will stimulate and challenge participants to think about their | |contribution as strategic leaders. It will enable them to develop a new perspective on their businesses. Each participant | |will leave the programme with a clearly defined implementation plan that translates this understanding into direct business| |benefit.
| |Harvard’s leading faculty will share with the participants their thoughts on the topics that are of greatest relevance to | |the senior leaders. The programme philosophy assumes that the strategy process extends to all senior leaders who work with | |key business issues. Therefore, it is designed for a broad array of senior leaders. | | |[pic] | | | | | | | |Tata Group Emerging Leaders Seminar (TGeLS) | |This is part of the 3-tier leadership development programmes of the Tata Group. Launched in 2003-04, this is a world-class,| |first exposure to the building blocks of effective business leadership for high potential emerging leaders.
The TGeLS has | |been modeled into a 19 day comprehensive programme around the core framework crafted over the last five years. The content | |is aligned to the strategic orientation of the Group and the emerging developmental needs of its young leaders. | |The programme is structured around two modules spread over three months. |Module I : Understanding the basic levers of Business | |Module II : Impacting Business Performance-Strategy and Leadership | |The course content follows from these premises and would be spread over the two modules in a distributed but integrated | |manner. It would cover the following areas: | |i.
Understanding the Macroeconomic environment of business | |ii. Delivering customer value through Marketing & Operations | |iii.Role of Finance in building sustainable competitive advantage | |iv. Innovation as strategic business driver | |v. Role of Strategy in creating and sustaining competitive advantage | |vi. Business leadership for Growth | | | CUSTOMIZED INTERVENTION TMTC works with individual companies to create high-impact learning experiences that are tailored to the needs of these.In a rapidly changing economic scenario where organizations face, shifting market dynamics, aggressive competitors, demanding and discerning customers, multiple strategic challenges, and customized intervention could be developed for individual companies to enhance functional skills and leadership capability within the organization.
The key purpose of customized interventions is to grow leaders within the company and help them drive strategic change, while addressing company specific challenges and issues. Customized interventions would include – Training Programmes, Diagnostics studies and consulting assignments. Our customized programmes help managers enhance both functional and general management skills.Our customized programmes help participants through ongoing interaction with the faculty and their fellow participants through post programme engagement. Participants gain insights and new perspectives, enhanced capabilities, improved decision-making skills, and the desire to drive the takeaway learning throughout all levels of the organization. TMTC customized interventions add value in four practice areas viz. Strategy and Innovation, Markets and customers, Finance and Ethics and Leadership and organization. In addition to function specific customized intervention, TMTC specializes in customized Leadership development and management development programmes.
Customized intervention enables learning partnerships that are mutually beneficial and enhance value for companies and TMTC faculty. In addition to contextual and relevant intervention companies also gain exposure to applied research that fires the thought leadership that TMTC is out to provide for. While organizations benefit from timely intervention and new knowledge, TMTC benefits from getting to know the ever changing emerging issues that expand our applied research agenda and exposure to new case development opportunities that feeds back into our interventions. To Learn more about this programme, please contact Dr. Mukta Kampllikar at [email protected]
com or at 020-66091090