microsoft power point stress management
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How and why - management of stress is importantTRANSCRIPT
DR
. N
AZ
AT
UL
SH
IMA
MS
. CE
CIL
IA A
NT
HO
NY
DA
S
IS THIS YOU!
STRESS DEFINED
WHAT IS STRESS?
�"T
he
ad
ve
rse
re
act
ion
pe
op
le h
av
e t
o e
xce
ssiv
e
pre
ssu
res
or
oth
er
typ
es
of
pre
ssu
res
or
oth
er
typ
es
of
de
ma
nd
pla
ced
on
th
em
."
WHAT IS WORK STRESS?
�T
he
U.S
De
pa
rtm
en
t o
f H
ea
lth
ha
s d
efi
ne
d
Job
Str
ess
as:
"...
the
ha
rmfu
l ph
ysi
cal a
nd
em
oti
on
al
resp
on
ses
tha
t o
ccu
r w
he
n t
he
re
spo
nse
s th
at
occ
ur
wh
en
th
e
req
uir
em
en
ts o
f a
job
do
no
t m
atc
h t
he
cap
ab
ilit
ies,
re
sou
rce
s o
r n
ee
ds
of
the
wo
rke
r".
WHAT CAUSES STRESS AT WORK?
Causes of Stress At Work
�b
ull
yin
g o
r h
ara
ssm
en
t, b
y a
ny
on
e,
no
t n
ece
ssa
rily
a p
ers
on
's m
an
ag
er
�fe
eli
ng
po
we
rle
ss a
nd
un
inv
olv
ed
in
de
term
inin
g o
ne
's o
wn
re
spo
nsi
bil
itie
s d
ete
rmin
ing
on
e's
ow
n r
esp
on
sib
ilit
ies
�co
nti
nu
ou
s u
nre
aso
na
ble
pe
rfo
rma
nce
d
em
an
ds
�la
ck o
f e
ffe
ctiv
e c
om
mu
nic
ati
on
an
d c
on
flic
t re
solu
tio
n
�la
ck o
f jo
b s
ecu
rity
�lo
ng
wo
rkin
g h
ou
rs
Causes of Stress At Work
�e
xce
ssiv
e t
ime
aw
ay
fro
m h
om
e
an
d f
am
ily
�o
ffic
e p
oli
tics
an
d c
on
flic
t a
mo
ng
st
aff
�a
fe
eli
ng
th
at
on
e's
re
wa
rd is
no
t �
a f
ee
lin
g t
ha
t o
ne
's r
ew
ard
is n
ot
com
me
nsu
rati
ng
wit
h o
ne
's
resp
on
sib
ilit
y
�w
ork
ing
ho
urs
, re
spo
nsi
bil
itie
s a
nd
pre
ssu
res
dis
rup
tin
g li
fe-
ba
lan
ce (
die
t, e
xe
rcis
e,
sle
ep
an
d
rest
, p
lay
, fa
mil
y-t
ime
, e
tc)
WHAT JOB CONDITIONS THAT
MAY LEAD TO STRESS?
Job Conditions That May Lead
to Stress
�T
he
De
sig
n o
f Ta
sks.
�H
ea
vy w
ork
loa
d, i
nfr
eq
ue
nt
rest
bre
ak
s, lo
ng
wo
rk h
ou
rs a
nd
sh
ift
wo
rk; h
ect
ic a
nd
ro
uti
ne
task
s th
at
ha
ve li
ttle
inh
ere
nt
me
an
ing
, do
no
t ta
sks
tha
t h
ave
litt
le in
he
ren
t m
ea
nin
g, d
o n
ot
uti
lize
wo
rke
rs’ s
kill
s, a
nd
pro
vid
e li
ttle
se
nse
of
con
tro
l.
�E
xam
ple
: Da
vid
wo
rks
to t
he
po
int
of
exh
au
stio
n.
Th
ere
sa is
tie
d t
o t
he
co
mp
ute
r, a
llow
ing
litt
le
roo
m f
or
fle
xib
ility
, se
lf-i
nit
iati
ve, o
r re
st.
Job Conditions That May Lead
to Stress
�M
an
ag
em
en
t S
tyle
.
�L
ack
of
pa
rtic
ipa
tio
n b
y
wo
rke
rs in
de
cisi
on
-ma
kin
g,
po
or
com
mu
nic
ati
on
in t
he
o
rga
niz
ati
on
, la
ck o
f fa
mily
o
rga
niz
ati
on
, la
ck o
f fa
mily
fr
ien
dly
po
licie
s.
�E
xam
ple
: Th
ere
sa n
ee
ds
to
ge
t th
e b
oss
’s a
pp
rova
l fo
r e
very
thin
g, a
nd
th
e
com
pa
ny
is in
sen
siti
ve t
o
he
r fa
mily
ne
ed
s.
Job Conditions That May Lead
to Stress
�In
terp
ers
on
al R
ela
tio
nsh
ips.
Po
or
soci
al
en
viro
nm
en
t a
nd
lack
of
sup
po
rt o
r h
elp
fro
m
co-w
ork
ers
an
d s
up
erv
iso
rs.
�E
xam
ple
: Th
ere
sa’s
ph
ysi
cal i
sola
tio
n r
ed
uce
s �
Exa
mp
le: T
he
resa
’s p
hy
sica
l iso
lati
on
re
du
ces
he
r o
pp
ort
un
itie
s to
inte
ract
wit
h o
the
r
wo
rke
rs o
r re
ceiv
e h
elp
fro
m t
he
m.
Job Conditions That May Lead
to Stress
�W
ork
Ro
les.
Co
nfl
icti
ng
or
un
cert
ain
job
exp
ect
ati
on
s,
too
mu
ch r
esp
on
sib
ility
,
too
ma
ny
“h
ats
to
we
ar.
”to
o m
an
y “
ha
ts t
o w
ea
r.”
�E
xam
ple
: Th
ere
sa is
oft
en
cau
gh
t in
a d
iffi
cult
situ
ati
on
try
ing
to
sa
tisf
y
bo
th t
he
cu
sto
me
r’s
ne
ed
s
an
d t
he
co
mp
an
y’s
exp
ect
ati
on
s.
Job Conditions That May Lead
to Stress
�C
are
er
Co
nce
rns.
Jo
b in
secu
rity
a
nd
lack
of
op
po
rtu
nit
y fo
r g
row
th, a
dva
nce
me
nt,
or
pro
mo
tio
n; r
ap
id c
ha
ng
es
for
pro
mo
tio
n; r
ap
id c
ha
ng
es
for
wh
ich
wo
rke
rs a
re u
np
rep
are
d.
�E
xam
ple
: Sin
ce t
he
re
org
an
iza
tio
n
at
Da
vid
’s p
lan
t, e
very
on
e is
w
orr
ied
ab
ou
t th
eir
fu
ture
wit
h
the
co
mp
an
y a
nd
wh
at
will
h
ap
pe
n n
ext
.
�
Job Conditions That May Lead
to Stress
�E
nv
iro
nm
en
tal C
on
dit
ion
s. U
np
lea
san
t o
r
da
ng
ero
us
ph
ysi
cal c
on
dit
ion
s su
ch a
s
cro
wd
ing
, no
ise
, air
po
lluti
on
, or
erg
on
om
ic
pro
ble
ms.
pro
ble
ms.
�E
xam
ple
: Da
vid
is e
xpo
sed
to
co
nst
an
t n
ois
e
at
wo
rk.
WORK PERFORMANCE DUE TO
STRESS
Typical Relationship Between
Performance and Stress
Level of
Performance
Hig
h
(excelle
nt)
Too L
ittle S
tress
Optim
um
Str
ess
Excessiv
e S
tress
Low
Hig
h
Level of
Performance
Low
(poor)
Str
ess
How to Identify Stress
PSYCHOLOGICAL SIGNS
�In
ab
ilit
y t
o c
on
cen
tra
te o
r m
ak
e s
imp
le
de
cisi
on
s
�M
em
ory
lap
ses
�B
eco
min
g r
ath
er
va
gu
e
�E
asi
ly d
istr
act
ed
�E
asi
ly d
istr
act
ed
�L
ess
intu
itiv
e &
Cre
ati
ve
�W
orr
yin
g
�N
eg
ati
ve
th
ink
ing
�D
ep
ress
ion
& a
nx
iety
EMOTIONAL SIGNS
�T
ea
rfu
l
�Ir
rita
ble
�M
oo
d s
win
gs
�E
xtr
a s
en
siti
ve
to
cri
tici
sm
�D
efe
nsi
ve
�D
efe
nsi
ve
�F
ee
lin
g o
ut
of
con
tro
l
�L
ack
of
mo
tiv
ati
on
�A
ng
ry
�F
rust
rate
d
�L
ack
of
con
fid
en
ce
�L
ack
of
self
-est
ee
m
PHYSICAL SIGNS
�A
che
s /
pa
ins
& m
usc
le t
en
sio
n /
gri
nd
ing
te
eth
�F
req
ue
nt
cold
s/in
fect
ion
s
�A
lle
rgie
s/ra
she
s/sk
in ir
rita
tio
ns
�C
on
stip
ati
on
/ d
iarr
ho
ea
�C
on
stip
ati
on
/ d
iarr
ho
ea
�W
eig
ht
loss
or
ga
in
�In
dig
est
ion
/he
art
bu
rn/u
lce
rs
�H
yp
erv
en
tila
tin
g /
lum
p in
th
e t
hro
at
/ p
ins&
ne
ed
les
�P
hy
sica
l tir
ed
ne
ss
BEHAVIOURAL SIGNS
�N
o t
ime
fo
r re
lax
ati
on
�P
ron
e t
o a
ccid
en
ts,
forg
etf
uln
ess
�In
cre
ase
d r
eli
an
ce t
o s
mo
kin
g o
r ca
ffe
ine
�B
eco
min
g a
wo
rka
ho
lic
�P
oo
r ti
me
ma
na
ge
me
nt
/ p
oo
r st
an
da
rds
of
wo
rk�
Po
or
tim
e m
an
ag
em
en
t /
po
or
sta
nd
ard
s o
f w
ork
�A
bse
nte
eis
m
�S
elf
ne
gle
ct /
ch
an
ge
in a
pp
ea
ran
ce
�S
oci
al w
ith
dra
wa
l
�R
ela
tio
nsh
ip p
rob
lem
s
�N
erv
ou
s
HOW TO OVERCOME STRESS?
Top Ten Stress Busting Tips
�1
. L
ea
rn t
o m
an
ag
e y
ou
r ti
me
mo
re
eff
ect
ive
ly�
a lo
t o
f ti
me
IS W
AS
TE
D d
oin
g u
nim
po
rta
nt
task
s, e
spe
cia
lly
wh
en
str
ess
ed
, so
pri
ori
tise
yo
ur
da
y a
nd
do
th
e im
po
rta
nt
job
s fi
rst.
Th
e u
nim
po
rta
nt
on
es
can
wa
it.
do
n’t
pu
t o
ff t
he
un
ple
asa
nt
task
s –
av
oid
an
ce c
au
ses
a g
rea
t d
ea
l of
stre
ss.
Giv
e u
np
lea
san
t ta
sks
a h
igh
pri
ori
ty a
nd
do
th
em
fir
st.
Giv
e u
np
lea
san
t ta
sks
a h
igh
pri
ori
ty a
nd
do
th
em
fir
st.
�2
. Ad
op
t a
he
alt
hy
life
sty
le
�e
at
a h
ea
lth
y d
iet,
ex
erc
ise
re
gu
larl
y a
nd
en
sure
YO
U g
et
ad
eq
ua
te s
lee
p &
re
st T
O E
NA
BL
E t
he
bo
dy
to
co
pe
wit
h
stre
ss s
ho
uld
it o
ccu
r. s
ign
, d
on
’t ig
no
re it
, a
sk f
or
som
e h
elp
.
Top Ten Stress Busting Tips
�3
. K
no
w y
ou
r li
mit
ati
on
s a
nd
do
no
t ta
ke
on
to
o m
uch
We
ca
use
ou
rse
lve
s a
gre
at
de
al
of
stre
ss b
eca
use
we
lik
e p
eo
ple
to
like
us
an
d d
on
’t w
an
t to
let
�W
e c
au
se o
urs
elv
es
a g
rea
t d
ea
l o
f st
ress
be
cau
se w
e l
ike
pe
op
le t
o li
ke u
s a
nd
do
n’t
wa
nt
to le
t p
eo
ple
do
wn
. We
th
en
en
d u
p d
oin
g m
ore
th
an
we
sh
ou
ld.
Le
arn
to
de
leg
ate
eff
ect
ive
ly &
be
a
sse
rtiv
e s
o t
ha
t y
ou
ca
n s
ay
no
wit
ho
ut
up
sett
ing
or
off
en
din
g.
�4
. F
ind
ou
t w
ha
t ca
use
s y
ou
str
ess
�
Ta
ke t
ime
to
dis
cov
er
wh
at
is w
orr
yin
g y
ou
an
d t
ry t
o c
ha
ng
e y
ou
r th
ou
gh
ts &
be
ha
vio
ur
to r
ed
uce
it
.
�5
. Av
oid
un
ne
cess
ary
co
nfl
ict
�D
o n
ot
be
to
o a
rgu
me
nta
tiv
e.
Is it
re
all
y w
ort
h t
he
str
ess
? L
oo
k f
or
win
-w
in s
itu
ati
on
s. L
oo
k f
or
a
reso
luti
on
to
a d
isp
ute
wh
ere
bo
th p
art
ies
can
ach
iev
e a
po
siti
ve
ou
tco
me
. F
ind
ou
t w
ha
t th
e r
ea
l ca
use
of
the
pro
ble
m is
& d
ea
l w
ith
it.
Top Ten Stress Busting
�6
. Acc
ep
t th
e t
hin
gs
yo
u
can
no
t ch
an
ge
�C
ha
ng
ing
a d
iffi
cult
sit
ua
tio
n is
no
t a
lwa
ys
po
ssib
le.
If t
his
pro
ve
s to
be
th
e c
ase
, re
cog
nis
e
an
d a
cce
pt
thin
gs
as
the
y a
re &
co
nce
ntr
ate
on
a
ll t
ha
t y
ou
do
ha
ve
co
ntr
ol
ov
er.
�7
. Ta
ke
tim
e o
ut
to r
ela
x a
nd
Top Ten Stress Busting
Tips
�7
. Ta
ke
tim
e o
ut
to r
ela
x a
nd
re
cha
rge
yo
ur
ba
tte
rie
s�
yo
u w
ill
pe
rfo
rm m
ore
eff
ect
ive
ly d
uri
ng
wo
rk
aft
er
ev
en
a s
ho
rt 1
0/1
5m
inu
te b
rea
k
�8
. F
ind
tim
e t
o m
ee
t fr
ien
ds
�F
rie
nd
s ca
n e
ase
wo
rk t
rou
ble
s &
he
lp u
s se
e
thin
gs
in a
dif
fere
nt
wa
y.
Top Ten Stress Busting Tips
�9
. Try
to
se
e t
hin
gs
dif
fere
ntl
y, d
ev
elo
p a
p
osi
tiv
e t
hin
kin
g s
tyle
�If
so
me
thin
g is
co
nce
rnin
g y
ou
, tr
y t
o s
ee
it
dif
fere
ntl
y. T
alk
ov
er
yo
ur
pro
ble
m w
ith
so
me
bo
dy
be
fore
it g
ets
ou
t o
f p
rop
ort
ion
. Oft
en
, ta
lkin
g t
o a
fr
ien
d/c
oll
ea
gu
e/f
am
ily
me
mb
er
wil
l he
lp
frie
nd
/co
lle
ag
ue
/fa
mil
y m
em
be
r w
ill h
elp
y
ou
se
e t
hin
gs
fro
m a
dif
fere
nt
an
d l
ess
st
ress
ful p
ers
pe
ctiv
e.
�1
0. A
vo
id a
lco
ho
l, n
ico
tin
e
an
d c
aff
ein
e a
s co
pin
g
me
cha
nis
ms
�L
on
g t
erm
, th
ese
fa
ult
y c
op
ing
m
ech
an
ism
s w
ill j
ust
ad
d t
o t
he
pro
ble
m.
Are You a Positive or
Negative Thinker?
�"A
ma
n is
bu
t th
e p
rod
uct
of
his
th
ou
gh
ts.
Wh
at
he
th
ink
s, h
e
be
com
es.
" M
ah
atm
a G
an
dh
i
�"P
osi
tiv
e t
hin
kin
g w
ill l
et
yo
u d
o e
ve
ryth
ing
be
tte
r th
an
ne
ga
tiv
e t
hin
kin
g w
ill.
" th
an
ne
ga
tiv
e t
hin
kin
g w
ill.
"
�Z
igZ
igla
r-
Pe
rso
na
l d
ev
elo
pm
en
t g
uru
�T
ake
th
is s
ho
rt q
uiz
to
de
term
ine
wh
at
kin
d
de
term
ine
wh
at
kin
d
of
thin
ker
yo
u a
re!
WHAT NEXT?
Incorporate Good Workplace
Skills
• D
ele
ga
te
• A
nti
cip
ate
pro
ble
ms
• B
e a
sse
rtiv
e•
Be
ass
ert
ive
• B
e d
eci
sive
• O
rga
niz
e
• B
ala
nce
wo
rk a
nd
pe
rso
na
l tim
e
TH
AN
K
TH
AN
K
YO
U