Beruflich Dokumente
Kultur Dokumente
ON
EFFECT OF STRESS ON EXECUTIVE PERFORMANCE
IN
SAT INFOTECH LTD
By
M. Maheshwari
HTNo: 098-06-0121
ANNEXURE I
DECLARATION
M.Maheshwari
Flat no 506 , KK Madduri Mansion
Kothapet, Hyderabad
Abstract
2
ACKNOWLEDGEMENT
my
project
with
constant
cooperation,
their kind cooperation and help the project could not have
been successful.
I sincerely acknowledge all the people mentioned above,
without whose cooperation, I couldnt have completed my
project successfully.
M.
MAHESHWARI
H.T.No.09806-0121
Table of contents
page nos
Chapter 1
Introduction
Objectives
Methodology
Chapter 2
Review Of Literature
Chapter 3
Company Profile
13
Chapter 4
Introduction of stress
17
Definition of stress
24
Workplace stress
39
Handing depression
44
48
Management standards
61
66
Chapter 5
74
Chapter 6
Findings
88
Recommendations
91
Conclusions
93
Bibliography
94
Chapter 1
Introduction
INTRODUCTION:
that it is their last chance to pull away from the pack. Men begin to
neglect all other aspects of their personalities to fit the narrow role of
the organization man. Corporations encourage their employees to feel
that their performance is the only criterion of their self-worth.
Objectives:
To
prepare
guidelines
for
stress
management
in
SAT
Methodology:
PRIMARY DATA: Collected data through structured questionnaire
SECONDARY DATA: Survey from following sources;
Internet
Books
Newspapers
10
11
Scope:
The study content to data collected at Hyderabad only on a sample of
30 representatives in 3 weeks.
It does not represent all India data how ever it brings out issue for
future studies.
The sample size of the project is 30 and selected randomly. The main
effect of this study is maintaining the stress levels.
LIMITATIONS:
The information given by the employee may be biased. Time is limited
to only for 45 days which is not sufficient to do in depth analysis.
12
Chapter 2
Review Of Literature
13
REVIEW OF LITERATURE:
What is Stress?
14
achieve. Bottom line: you cant really avoid stress, but you can do
something about it.
15
Have some fun. Its important to have a balanced life. Your work
time will be more productive if you have at least a little time for fun.
16
stressed you a
Little before will make you much more anxious.
feel Less alone and helps the load feel a little lighter.
can help people put stress in perspective. Feed your soul and your
stress level will go down! Remember that when you start telling
yourself I dont have time to relax, take a break, eat lunch, that
might be a sign to you that you really need a short break
17
Chapter 3
Company Profile
18
The Company
Sat
InfoTech
Pvt.
Ltd.
(SAT),
Hyderabad
based
Information
Software
applications,
Networking
Consultancy
&
19
The objective of the company is to deploy and support Linux and SAP
in software development, software services and training. To address
these areas, the Company has a team of professionals whose approach
is to offer complete cost-effective enterprise solutions.
SAT
offers
full
range
of
System
and
Application
consulting,
20
SAT Vision
Technology for Human Excellence
SAT Mission
To build a World class state of art infrastructure for providing
On-site, on-line, off-line, remote
Linux System and SAP Application Support Services
21
Chapter - 4
22
INTRODUCTION OF STRESS:
23
24
Negative thoughts which might make you behave in a way that is not
helpful to your well-being have certain features: They are usually
automatic thoughts that seem to come out of nowhere. Often they can
flash through your mind without you being aware of them. They seem
reasonable at the time, and you accept them without question. They
are the kind of thoughts that, if they were true, would make most
people feel quite anxious or unhappy. Next time you feel you feel
particularly stressed or anxious; take time to examine what is going
through your mind. Are the thoughts or pictures similar to any of the
typical negative thoughts that were described above? It may be quite
hard to identify your automatic thoughts at first, but it will get easier
with practice. Writing your thoughts in a diary may help you get into
the habit of doing this.
25
26
2) Tunnel Vision
Seeing only the negative (or the positive) aspects of a situation.
3) Over generalization
Expecting that, because something has happened in the past, it always
will: My partners always leave me, the women I meet are all
unfaithful.
4) Jumping to Conclusions
You make a negative interpretation even though there are no definite
facts that convincingly support your conclusion. Examples are:
a) Mind Reading you assume you know what other people are thinking,
or that they are reacting negatively to you, without checking your
hunches e.g. My boss / partner / colleague didnt say hello she is
mad at me.
27
b) Fortune telling you predicts that things will turn out badly. Before a
very important interview, you may tell yourself, I know Im going to
blow it. If you are depressed, you may tell yourself, Ill never get
better.
5) Catastrophising
You
exaggerate
your
own
problems;
imperfections
etc
and
6) Emotional Reasoning
You take your emotions as evidence for the truth - I feel, therefore it
must be true - e.g. I feel guilty, therefore I must have done
something bad or I feel anxious, so something bad must be about to
happen.
7) Should Statements
You try to motivate yourself with should and shouldnt as if you had to
be whipped and punished before you could be expected to do
anything. Musts and Ought are also offenders e.g. I should do this
or I must do that The emotional consequence is guilt. When you
28
resentment
e.g.
He
shouldnt
be
so
self-centered
and
29
could have done as well. Once you begin to recognize the thinking
errors that you tend to make, you can take steps to avoid Them For
example, you might check out what you do with a friend
30
Definitions of Stress:
Stress researcher Hans Selye was one of the first to identify stress and
its effects on the body. He defined stress as a nonspecific response of
the body to any demand. The pioneers of stress research categorized
all stress as negative or bad. Today, we understand that stress is
anything in the environment that causes us to adapt, and that a
stressful situation can be either happy/positive (like the birth of a
baby) or sad/negative (like the death of a loved one).We also
understand that stress isn't limited to what goes on in our thoughts.
We know that stress is a nonspecific automatic biological response to
demands made upon an individual. Scientifically speaking, stress is
any challenge to homeostasis, or the body's internal sense of balance.
Types of Stress:
Basically, there are three types of stress: physical, psychological,
and
psychosocial.
environment
environmental
Physical
factors
pollution,
stress
such
as
constant
involves
stressors
extremes
noise,
in
or
in
the
temperature,
electric
shock.
stress
involves
relationships,
arguments
or
stressors
conflicts
from
with
interpersonal
family
members,
Develop what Eliot calls a game plan for your personal aspirations,
both short-term and long-term ones. Take a personal inventory and
reestablish important priorities.
You need to balance your talents and goals, similar to the way in
which you'd balance your financial portfolio. Work to get things back
into balance, and figure out where your long-term goals may be
losing out to short-term pressures, Eliot says.
Get a pet!
Learn to laugh at yourself, and fill your life with humor.
When things get tough, find some way to relax. And, above all,
stay flexible. There may be more ways to cope with any situation
than at first are apparent.
(Please note that this graph will be a slightly different shape for
different people in different circumstances) Where stress is low, you
may find that your performance is low because you become bored,
The
graph
below
shows
the
way
in
which
performance can suffer when you are under excessive long term
stress:
The graph shows four major stages that you may go through in
response to sustained levels of excessive stress:
1. During the first phase you will face challenges with plenty of
energy. Your
Response will probably be positive and effective.
2. After a period of time you may begin to feel seriously tired. You
may start to feel anxious, frustrated and upset. The quality of your
work may begin to suffer.
3. As high stress continues you may begin to feel a sense of failure
and may be ill more frequently. You may also begin to feel exploited
by your organization. At this stage you may start to distance
yourself from your employer, perhaps starting to look for a new job.
4. If high levels of stress continue without relief you may ultimately
experience depression, burnout, nervous breakdown, or some other
form of serious stress related illness. Different people may move
between these stages with different speeds under different stress
conditions.
You're the executive, after all. You've been in charge. Still, you've
felt out of control. The people around you haven't been able to
fathom your unease, they pointed out that you were in control.
Deep inside yourself, you knew better.
We live in a culture driven by external indicators and standards. We
look outside ourselves for the rules, procedures, benchmarks,
expectations and evidence of our progress. We have lost our
capacity to measure progress and therefore, the quality of our work
and our very lives, by any internal standard. Here's the problem.
Control, or lack of it, is determined by an internal standard. That's
why you've been in charge, according to the organization chart and
people around you, and have nonetheless felt out of control. You
feel it inside yourself. It's a sense, a physical thing. It's deeply
personal. We've now bumped up against two of the paramount rules
for executives. First: keep the personal away from the professional;
keep your emotions and your home life out of the workplace, and
make sure your staff does, too. Second: the rational, logical,
reasoning ways of the mind - the intellect are always better than
the intuitive processes of the body. The executive primer says that
to be professional, we must bring the wisdom and perspective of
distance to the resolution of our daily challenges. That may work
well for balancing a budget but it leases us impotent to balance our
lives.
quantified. These are the internal pressures which, ignored, grip the
body. Over time, that grip damages spirit, mind and eventually the
malleable tissues of the body itself. Isn't this what we should be
talking about when we talk about executive stress?
Our sense of being in control is, simply, the internal coherence that
comes from having our internal reality line up with our external
behaviors. If you believe you can drive the car in the snowstorm,
you're calm, and you probably can; you're really in the driver's seat.
If you doubt you can, you're agitated, and you should probably stay
off the road. Without this experience of internal coherence at work,
or anywhere else for that matter, we feel invisible and powerless,
unable to affect our own lives. Our vulnerability leads to stress.
Workplace stress:
The impact on your bottom line is just the start:
Carole Spiers, business stress consultant at the Carole Spiers
Group, an international stress management and employee wellbeing
consultancy, explains why companies should not ignore the impact
of workplace stress.
According to latest figures from the Health and Safety Executive
(HSE), work-related stress accounts for 90 million lost working days
per year, costing businesses 3.7 billion. As well as acting as an
unnecessary drain on the economy, workplace stress is also the
subject of increasing government legislation.
Many employers do not realize that since the publication of the
Management of Health & Safety at Work Regulations (1999), all
organizations with five or more employees have had a legal duty to
conduct regular risk assessments of workplace hazards, including
psychosocial hazards such as stress. These assessments should
then be used to identify and either avoid or reduce such hazards.
A written health policy is also mandatory for all firms with five or
more employees, and this should include a stress and bullying &
harassment policy.
In November, the HSE is due to publish its new Management
Standards for work-related stress. These are designed to help
ensure that organizations address key aspects of workplace stress
(demands, control, support, relationships, role and change) or face
prosecution if they fail to do so.
Breach of the applicable regulations could lead to criminal
prosecution, or claims for compensation through the civil courts.
Management
style
needs
to
achieve
balance
between
Organizations
can
mistakenly
encourage
culture
of
and
good
management
practice,
and
simply
requires
Handling Depression
Depression may often be initiated by high levels of long term stress,
by failure associated with stress-related under-performance, or by
life crises.
seriously. Severe
depressions
that
can
cause
years
of
projects fail
effective
time
management
can
improve
things.
Where you are not under enough pressure, you can set
personal challenges to increase stimulus.
Write down a list of the things that you can do well, and of the
positive parts of your personality. Ignore 'virtues' like humility
and modesty - these are not good for your self- confidence or
well-being. Be proud of your good points - they can help you
to contribute positively to the world.
Positive
thinking:
almost
all
apparently
negative
these positives: this will help you to draw the best from every
situation. Even failing at something can be an intense and
valuable learning experience.
to
express
your
wishes
firmly,
but
only
be
and
labeled
stress
worldwide
epidemic.
Today,
Stress the responses our bodies and minds have to the demands
placed on them is a normal part of life and a normal part of any job.
Without stress, we wouldnt meet deadlines, strive to hit sales or
production targets, or line up new clients. Meeting the demands and
challenges of a job is part of what makes work interesting and
satisfying, and its often what allows people to develop new skills
and advance in their careers. In the workplace, we regularly
experience stress-causing situations, react to them with heightened
tension, and then return to a more relaxed state when the crisis, big
or small, is resolved. However, problems occur when stress is so
overwhelming or constant that the tension never abates and we
never get to relax.
What we think of as job stress is what happens when:
of
JobExamples
Stressors
Specific
work
factors
Physical
environment
Excessive workload.
Ergonomic problems.
Organizational
practices
Multiple supervisors.
Lack
of
autonomy
or
participation
in
decision-making.
Workplace
change
Lack
of
preparation
for
technological
changes.
Poor
chances
for
advancement
or
promotion.
Interpersonal
relationships
Tensions
brought
workplace diversity.
Distant, uncommunicative supervisors.
Office
politics,
about
competition,
by
and
greater
other
Bullying or harassment.
Headache
Sleep disturbance
Upset stomach
Difficulty concentrating
Irritability
Low morale
Cardiovascular disease
Musculoskeletal conditions
Psychological disorders
Stress Management
Nearly half of large American corporations provide their employees
with stress management training and (EAPs). EAPs are designed to
help workers with personal problems that may be adversely
affecting their on-the-job performance. The confidential services
include
counseling,
mental
health
assessment
and
referrals,
Organizational change
While EAPs can be very beneficial to workers, the relief they provide
may be superficial and short-lived if important root causes of stress
in the work environment are not addressed. Lasting stress
reduction is brought about by institutional change. Managers
are the key holders of corporate culture, Michael Peterson, a
professor at University of Delaware, told FDU magazine. They
perpetuate it. While stress management techniques like yoga are
great, he said, If your boss is draconian, exercise is not going to
help. No meaningful job or workplace is, or should be expected to
be, stress-free. However, less stress occurs when a business or
institution encourages employee participation from the bottom up,
implements policies that take employee needs into account, and
empowers employees to do their best. Look at the table below for a
list of ways in which an organization can foster low levels of job
stress and high levels of productivity:
Promote
an
entrepreneurial
work
climate
that
gives
reduce
workplace
stress.
specific, written description of your job, ask for one, or, better, ask
to
negotiate
one.
According
to
the
American
Psychological
Change your job. If you like where youre working but your
job is too stressful, ask if the company can tailor the job to your
skills or move you to a less pressured slot.
does wonders for the psyche. But even just finding a quiet place
and listening to your iPod can reduce stress.
seem
impossible.
Mental
agility
declines,
and
the
Management standards:
The standard is that:
Employees indicate that they are able to cope with the demands
of their jobs; and
The
organization
achievable
provides
employees
with
adequate
and
Employees
concerns
about
their
work
environment
are
addressed.
Control
How much say the person has in the way they do their work
The standard is that:
Employees indicate that they are able to have a say about the
way they do their work; and
Support
Includes the encouragement, sponsorship and resources provided
by the organization, line management and colleagues
The standard is that:
Relationship
Includes promoting positive working to avoid conflict and dealing
with unacceptable behaviour
The standard is that:
Role:
Whether people understand their role within the organization and
whether the organization ensures that the person does not
have conflicting roles the standard is that
Change
they
may
personally
experience
life-threatening
consequence
combined
momentous
with
of
the
conflict.
These
pressure
responsibilities
of
of
a
traumatic
continual,
experiences,
arduous
peace-keeper
and
and
the
repercussions of being away from home - in a foreign culture may result in a level of stress that is difficult to understand or
control. Generally, peace-keepers are able to resist both the
short and long-term effects of stress. However, if their natural
defenses are weakened by sudden or continuing violence, the
result may be various levels of stress disorders. Therefore, it is
important for peace-keeping personnel to recognize the signs of
stress and to be able to cope with the effects of traumatic
situations. The purpose of this document is to provide general
knowledge to United Nations personnel concerning potential
stressful situations that may occur in a peace-keeping operation;
to inform them of both normal and abnormal reactions to these
experiences and to give some general guidelines for successfully
DEFINITION OF STRESS
Stress is the physical and psychological process of reacting to
and coping the vents or situations that place extraordinary
pressure upon a human being. Such events are usually sudden
and often involve physical or emotional loss, such as witnessing
casualties or destruction from combat or disasters or the serious
injury or death of a relative, friend or co-worker. Stress is a
normal reaction to an abnormal situation and serves primarily
the function of self preservation in a threatening situation,
enabling one to: concentrate full attention on a particular threat;
mobilize maximum physical energy; and prepare for action in
order to respond to the threat. Peace-keepers are exposed
regularly to both minor and major incidents which can result in
the build-up of stress. For the purpose of this booklet, three
types of stress are described, in the order of increasing intensity
BASIC STRESS
Every
individual
experiences
basic,
minor
stress
in
daily
mission,
he/she
should
be
aware
that
CUMULATIVE STRESS
Cumulative stress is the result of strain that occurs too often
(FREQUENCY), lasts too long (DURATION) and is too severe
(INTENSITY).
In
these
circumstances,
distress
leads
to
Long periods of stress will ultimately affect every part of a peacekeeper's life, including health. Whereas basic stress can often be
alleviated by active or restful measures, cumulative stress has
and
expectations
for
example:
Take
personal
responsibility for stress, only you can accurately identify the areas
of stress in your life and do what is necessary to change it, or your
reaction to it Accept what cannot be changed - not every stressful
situation can be changed Understand the limits of high expectations
and objectives Witnessing large-scale material destruction. The
possibility that peace-keepers will encounter one or more of these
traumatic situations in a conflict zone are very high. The trauma,
sometimes defined as critical incident stress, is exacerbated
because very often the peacekeeper is unable to assist or change
the plight of helpless victims.
Chapter - 5
Dear sir/madam,
With regards
M.MAHESHWARI
Sincerely,
H.T.No.098-06-0121
Questionnaire
1. How is stress related to executive performance?
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
16
53.3
B
14
46.6
C
0
0
D
0
0
C, 0, 0%
D, 0, 0%
B, 14,
47%
A
B
A, 16,
53%
C
D
INTERPRETATION:
respondents
Approximately
60
percentages
of
a) Yes
b) No
c) Cant say
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
20
66.6
B
4
13.3
C
6
20
D
0
0
b) No
c) Cant say
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
20
66.6
4
13.3
6
20
0
0
A
2
6.66
B
2
6.66
C
10
33.3
D
14
46.6
c) Cant say
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
20
66.6
B
2
6.66
C
0
0
D
8
26.6
INTERPRETATION:
Productivity is directly proportional to stress as per 20 out of 30
people. There fore stress must be kept under control so that
productivity is higher A top performer may become a non performer
under stress. A stress free person even of lower intelligence can
give better performance in a stress free environment.
environment?
d) Division of labour
OPTIONS
NO OF RECIPENTS
14
10
PERCENTAGE (%)
INTERPRETATION:
46.6
20
33.3
A
6
20
C
10
33.3
D
14
46.6
technology
can
help
to
remove
stress
levels.
If
technology
and
automation
as
viable
option
for
stress
management.
A
4
13.3
B
0
0
C
26
86.6
D
0
0
INTERPRETATION:
b) No
c) Cant say
OPTIONS
NO OF RECIPENTS
A
12
B
2
C
14
D
2
PERCENTAGE (%)
40
6.66
46.6
6.66
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
INTERPRETATION:
A
18
60
B
8
26.6
C
4
13.3
D
0
0
11. If more people are employed, per person stress will be less?
a) Yes
b) No
c) Cant say
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
B
10
33.3
C
4
13.3
D
6
20
b) No
c) Cant say
OPTIONS
NO OF RECIPENTS
PERCENTAGE (%)
A
14
46.6
B
8
26.6
C
0
0
D
8
26.6
Chapter - 6
Findings:
Approximately 60 percentages of respondents
stress
performance.
by
what
ever
possible
means
to
improve
Hence
to
keep
higher
levels
of
motivation
and
As
per
more
than
50
percent
respondents
the
executives
The overall survey has brought out the fact that it is not the
quantum of work which produces stress but the way in which
work is distributed causes stress.
Conclusions:
The summary has brought out that stress has lot of bearing on
executive performance. Respondents feed back indicated that stress
BIBLIOGRAPHY:
www.icfaipress.org/books
Websites:
www.hr.com
www.execstress.com
www.mindtools.com
www.dstress.com