levels of stress management. Are you often criticized by your superiors? List of sources used

MINISTRY OF HIGHER AND SECONDARY SPECIAL

FORMATIONS OF THE REPUBLIC OF UZBEKISTAN

BUKHARA STATE UNIVERSITY
"Socio-economic" faculty
ESSAY

discipline: Management

on the topic: "Stress management in the organization"

Completed by: student 3-3 ICT-12

Narzullaev M.

Bukhara 2014

TOPIC: STRESS MANAGEMENT IN ORGANIZATIONS

Plan:

In charge

2. Effects of stress

3. Model of stress

4. Stress management strategy

Conclusion

Introduction

The effective functioning of the organization, ensuring the competitiveness of products or services provided depends on the effective coordinated activities of each of the business sectors: production, finance, logistics, marketing and personnel.

Various aspects are important to create a developed environment in the team that promotes the formation of business cooperation and the transition from interpersonal relationships to business relationships. One of the main aspects is the stress experienced in the workplace.

Stress in modern society has become one of the global problems. Moreover, a significant part of the situations that cause nervous tension is connected precisely with work, professional activity.

Stress is a serious hindrance to running a successful business. Stressful situations can arise in a company for various reasons, but most often - because of the management style in the company. With the modern pace of life, in order to remain competitive, many professionals are consciously forced to subject themselves to overload, which leads to nervous and physical exhaustion. An important task for a modern organization in a market economy is to provide employees with publicly available socio-psychological assistance, prevent stress and reduce social tension at work.

The subject of the research is production stresses and methods of their management.

The aim of the work is to study stress management in the organization.

This goal defines the following tasks:

Explore the theoretical foundations of stress management

Investigate the characteristics of organizational stress and the factors of its occurrence.

1. The concept and sources of stress

Stress has become more and more common in recent years. This term has become one of the most popular and has become a source of justified concern for company leaders. This is one of the most "expensive" types of costs for the company, negatively affecting both the health of employees and the company's profits.

Stress (from the English stress - pressure, tension) is a term used to refer to a wide range of human conditions that occur in response to a variety of extreme effects. This is a general term applicable to all forms of pressure experienced by individuals. Stress is a dynamic condition caused by the presence of difficulties or obstacles that make it difficult to achieve the desired results. Demonstration of stress are physiological, psychological and behavioral reactions caused by the primary cognitive assessment of the situation.

Stress is an adaptive reaction mediated by individual differences and/or psychological processes, which is a response to any external influence, situation or event that imposes increased psychological and/or physical demands on a person.

According to G. Selye's theory of stress, stress is viewed as a constant state of tension in the human psyche, caused by a greater or lesser discrepancy between a person's lifestyle and the ways in which the nervous system reacts to it.

The initial concept of "stress" arose in physiology to denote a non-specific reaction of the body in response to any adverse effect, that is, to ensure the mobilization of the body's psychophysiological resources for adaptation in difficult conditions. Later, the concept of "stress" began to be used to describe the state of an individual in extreme conditions at the physiological, psychological and behavioral levels. The term “stress” became especially popular in the early 1940s. XX century, after it was used in his works by the physician-physiologist G. Selye (1936).

The manager is constantly in a state of nervous tension, which is detrimental to his health. According to psychologists' research, the frequency of occurrence of stressful situations in his activity is approximately 6–7 points on a ten-point scale.

The fact that stress has become a misfortune of very, very many is evidenced by recent studies in this area. The results of these studies show that 61% of cases are caused by work problems, family worries and financial difficulties, 22% of cases are caused by “psychological” reasons, and 7% are serious illnesses. At the same time, it is almost impossible to hide your stressful state.

Stress in the workplace can be caused by a high level of demands and a low level of control over the work process. It is connected, first of all, with the changes that are caused by the interaction of people and their work. Stress is the result of interaction between a person and the environment. It covers not only the emotional and psychological, but also the physical sphere of a person. Stress factors are both in the reality surrounding a person and in his psychological environment. Distinguish between working and non-working factors that can be sources of stress.

Stress factors are both in the reality surrounding a person and in his psychological environment. All sources of stress can be divided into three large groups:

External factors;

Factors depending on the organization;

Factors that depend on the employee himself.

External factors These are, for example, armed conflicts and clashes, increased economic and political instability in society, inflation, and an increase in unemployment.

Organization-specific factors represent a very large group, which in turn can be divided into the following subgroups:

The nature of the work performed (the complexity of the tasks to be solved, independence in work, the degree of responsibility, working conditions: the degree of danger in the performance of work, the noise level, lighting, etc.);

Unclear distribution of roles (inconsistency between formally established and real requirements for the behavior of employees, role conflict);

Relationships in the team (lack of support, problems with communication);

Organizational structure (for example, the matrix structure of the organization, involving dual subordination, is often a potential source of stress for an employee who is forced to simultaneously carry out the orders of two managers);

Management style (methods of unjustified pressure and threats, accompanied by feelings of anxiety, fear, depression).

Factors that depend on the employee himself, are personal problems, as well as specific qualities and character traits of the workers themselves.

In addition, factors that contribute to or, on the contrary, prevent the occurrence of stress can include:

Work experience;

Perception;

Support of colleagues, friends and relatives;

Active attempts to influence the situation in order to improve it;

degree of aggressiveness.

Work experience. It is said that experience is the best teacher; it can also be a fairly strong factor that prevents stress. As a rule, the longer employees work, the better they adapt to the conditions of work in the organization, more successfully overcome difficulties and remove obstacles in work.

Perception. Employees very often perceive the situation not as it really is, but as it seems to them at the moment. For example, one employee may perceive the upcoming dismissal due to staff reductions as a life tragedy, while the other may be optimistic, hoping to quickly get a new job or create their own business.

Naturally, the support of colleagues, friends and relatives helps to relieve tension and overcome stress. This is especially important for those people who, in accordance with McClelland's theory of motivation, have a pronounced need for mutual understanding, friendship and communication.

Active attempts to influence the situation in order to improve it (behavior aimed at overcoming the difficulties and obstacles that have arisen), as a rule, contribute to the prevention of stress and reduce its level to a greater extent than a passive position of waiting and non-interference in the situation.

To assess the level of stress and the causes of its occurrence, it is necessary to keep in mind that stress tends to accumulate. Sometimes a rather insignificant reason in itself, supplementing the already accumulated level of stress, can be the very “last straw”, after which extremely negative consequences occur. That is why, when analyzing stress, it is necessary to take into account the totality of the causes and circumstances that preceded its occurrence and caused certain consequences of stress.

2. Effects of stress

Stress can manifest itself in different ways. Conventionally, the symptoms of stress can be divided into three main groups:

Physiological;

Psychological;

Behavioral.

The physiological symptoms of stress are an increase in blood pressure, the occurrence and exacerbation of cardiovascular diseases and chronic headaches, etc. The mechanism of the influence of stress on the physical condition of a person is not fully understood. However, of course, its impact on all vital functions and human health is much stronger than was previously believed.

The psychological symptoms of stress are a feeling of dissatisfaction, which can manifest itself in such forms as tension, anxiety, melancholy, irritability. Work-related factors that most often cause psychological symptoms of stress are unclear job duties and responsibilities, and monotony at work.

Behavioral symptoms are a decrease in labor productivity, absenteeism, staff turnover, alcohol abuse and other forms of stress that negatively affect the quantitative and qualitative performance of work.

It should be noted that within the acceptable level of stress, workers often perform better work than in the absence of stress: the reaction improves, the speed of movements increases, the intensity of labor increases. Being in a state of mild stress can be very useful when needed, for example, spectacular public speaking. However, a high level of stress and especially a long stay in a stressful state dramatically worsen performance.

3. Model of stress

A person constantly interacts with the environment in which stress factors are located. Stress can manifest itself in psychological and behavioral reactions, the nature of the reaction depends on the individual's personality. Some are more sensitive to stress, others use a defense mechanism to resist negative environmental influences.

Stress can have a positive, healing, and developmental effect. Just as exercise strengthens muscles, certain types of stress can boost immunity. But stress can also weaken a person's physical and psychological ability to deal with stressors. The average level of stress leads to increased productivity. With a low level of stress, a person has no incentive to improve, since his mental and physical abilities are not fully utilized. When a person experiences excessive stress, his resources are depleted.

Stress does not arise from a vacuum: it is based on many factors that are called stressful and that objectively exist in our environment. The model presented in Fig. 1 makes it possible to analyze various environmental factors leading to the manifestation of stress and the appearance of a protective reaction.

Figure 1. Model of stress

4. Stress management strategy

Stress management can be carried out both at the level of the organization and at the level of the employee.

Stress management at the organizational level can be carried out in the following interrelated areas:

Selection and placement of personnel;

Setting specific and achievable goals;

Work design;

Interaction and group decision making;

Employee health programs.

Selection and placement of personnel. It is known that different in nature and content of work to varying degrees affect the creation of a stressful situation. In addition, workers react differently to this kind of situation: some are subject to stress to a significant extent, others to a much lesser extent. Therefore, in the selection and placement of personnel, these factors must be taken into account in order to subsequently avoid negative economic and social phenomena.

Setting specific and achievable goals, even quite complex, not only reduces the risk of stress, but also provides a high level of employee motivation. In addition, a positive factor is the constant feedback between the manager and subordinates regarding the implementation of specific work (for example, an assessment of the timing and quality of intermediate stages of work).

Work design will be effective only if there is an individual approach to each employee.

Thus, many workers (especially young people) prefer creative work that allows them to make independent decisions. For other workers, however, doing the same routine, maintaining a familiar pace and working methods brings the most job satisfaction and helps to avoid stress.

Interaction and group decision making. As already noted, stress often occurs when an employee does not have clearly defined tasks, does not know what is expected of him in his work, on the basis of what indicators and criteria its results will be evaluated. If the employee participates in the discussion and acceptance of the tasks facing the organization (department), then conditions are created for independent work planning, the development of self-control, and thus for the prevention and development of stress.

Employee wellness programs- this is the provision of adequate nutrition for employees, sports, various forms of leisure activities, as well as the implementation of specific support programs (for example, for people suffering from alcoholism).
Stress management at the worker level.

Not only the society and the organization must take care to reduce potential sources of stress - a lot depends on the employee himself. Recommendations on how to avoid stress are simple, but quite reliable means to help prevent stress. As you know, it is always easier to prevent a negative phenomenon than to deal with its consequences. The most common stress prevention tips are:

The ability to properly allocate your time (for example, make a list of the most priority tasks, analyze the time spent on performing various activities, use time rationally and find additional time reserves);

Sports and exercise;

Mastering training skills, self-hypnosis techniques and other relaxation methods.

Much depends on the employee himself and in terms of creating favorable social factors that contribute to the prevention of stress. This is, first of all, the establishment of friendly relations in the family, the creation of an atmosphere of support and goodwill in relations with friends and work colleagues.

Stresses that are related to leaders are characterized by excessive mental or physiological stress.

Physiological stress factors are: excessive exercise, hunger, noise, high or low temperature, fire, trauma, painful stimuli, surgery, disturbances, shortness of breath, own illness.

Research shows that the physiological manifestations of stress include ulcers, hypertension, migraines, back pain, arthritis, asthma, and heart pain.
Mental stress can be of two types: emotional and informational.

The first occurs in situations of industrial troubles, fears, anxieties, etc. This stress is caused by: situations of threat, danger, resentment, rudeness, envy, treason, injustice, power struggle, unfulfilled hopes, poor service, money problems, forced waiting, an upcoming exam, the death of a loved one, being fired from a job, difficulties with superiors, working conditions, an expected promotion, financial difficulties, obtaining a significant loan, building your own home, and much more.

For managers, the most characteristic is information stress, which occurs in situations of information overload, when a person does not cope with the task, with the flow of information falling on him, does not have time to make the right decisions at the required pace with a high degree of responsibility for the consequences of the decisions made.

Psychological stress is caused, as a rule, not by any one irritant, but by a series of small, constant, everyday unrest. Psychological manifestations include irritability, loss of appetite, depression, and decreased interest in socializing.

Conclusion

In a modern person, stress occurs most of all due to overload at work, when he tries to do everything as best as possible, but then his strength runs out and, despite his efforts, he works worse and worse.

Stress has become a typical phenomenon that accompanies a person in the conditions of life created by him. Working capacity is significantly reduced, health deteriorates, the probability of making erroneous decisions increases, conflict situations are provoked. In this regard, numerous technologies have arisen and continue to be created aimed at protecting against the effects of stressful situations. This is what stress management is about, that is, stress management is what you need for a fulfilling life. Trying to suppress stress means fighting with yourself. But to learn how to manage it means to create exactly the resource that allows you to move through life.

Today, when business enters its civilized corporate phase, when basically everything is divided, understandable in terms of prices, costs, deadlines and prospects, stress continues to be present and even grows, because you need to work even harder and more regularly. This applies to workers at all levels, only each stress has its own specifics.

Today, stress has become an integral part of the modern workplace. High competition in the market, a rapidly changing external environment, excessive or insufficient demands on subordinates, insecurity in the workplace, a large amount of information and the need to intensively interact with a huge number of people have become the main stress factors that lead people in the organization to overwork and, as result in stress. In our time, characterized by a low culture of communication, a significant intensification of mental labor, great neuro-psychological stress, a decrease in the role of physical labor, millions of people quite often are in a stressful state. This state not only has a negative impact on the individual, but also through his behavior is able to influence other people with whom he is connected by official relations, family ties, etc. The relevance of the work lies in the negative impact of stresses that create the problem of personnel management.

Thus, stress is present in the life of every person, since the presence of stress impulses in all spheres of human life and activity is undoubted, therefore, the development of a stress management system taking into account corporate characteristics and the specifics of the activities of key employees will allow the company to create a strong close-knit team of specialists and improve performance companies.

List of used literature

Alaverdov A.R. Personnel management: textbook. - M.: Market DS, 2007
Andreeva G.M. Psychology of social cognition: Textbook 2nd edition - M., 2010
Bazarov T.Yu. (ed.), Eremin B.L. (ed.) Personnel management: Textbook for universities M.: UNITI, 2011
Braddick W. Management in the organization./ Per. from English - M .: Delo, 2000. -
Vikhansky A.S., Naumov A.I. Management - M.: 2003

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Moscow Automobile and Road Construction State Technical University (MADI)

Management department

Department of Sociology and Management

course project

in the discipline "Methods of Applied Research in Sociology and Marketing"

on the topic:" Management of stress in the organization"

Is done by a student

Kharin V.A.

Checked by: Ph.D., Associate Professor

Sukhorukova N.F.

Moscow 2016

Introduction
Chapter 1. Theoretical aspects of the concept of stress, its features and causes
1.1 The concept of stress and its features
1.2 Causes of stress in the workplace
1.3 Methodological aspects of stress management in the organization
Chapter 2. Sociological research toolkit software
2.1 Problem, goal, tasks, object and subject of research
2.2 Interpretation of the main concepts of the study
Conclusion
List of sources used
Applications

Introduction

The relevance of the study of stress in the organization at the moment is higher than ever. Due to the current situation of the country, stress is becoming more common. Usually, stress is associated with two main points: obstacles and unfulfilled desires. Achieving a high performance appraisal score can lead to career advancement and salary increases, while a poor score can be an obstacle to a long-awaited promotion and even grounds for dismissal from a job due to inadequacy of the position held.

Degree of development: in the perspective of this problem, G. Selye's studies are interesting. An outstanding philosopher, sociologist, psychophysiologist spent most of his life studying the problem of the influence of stress on people. Also, this problem was considered by such modern scientists as: Knoblaukh, Arkhangelsky G., Lukashenko M., Telegina T., Bekhterov S. and others.

The purpose of this course project: to study the management of stress in the organization.

Object of study: personnel

Subject: managing stress in an organization

The course project consists of an introduction, two chapters, a conclusion, three appendices and a bibliography. The total volume of the course project is 39 pages.

Chapter 1. Theoretical aspects of the concept of stress, its features and causes

1.1 The concept of stress and its features

Under stress, in the special literature, a negative state of a person is described, when the body cannot fully adapt to adverse environmental conditions. Accordingly, forces are not fully restored after a working day, fatigue accumulates, and the emotional and physiological state changes for the worse. Selye G. Essays on the adaptation syndrome. - M.: Knowledge, 2003. - 156 p.

An outstanding psychophysiologist and philosopher, the founder of the theory of stress, G. Selye, discussing the essence of stress, notes: "Stress is a non-specific response of the body to any requirement presented to it." At the same time, a "non-specific" response is a response that requires restructuring and adaptation to the emerging difficulty. "Non-specific requirements imposed by the impact as such - this is the essence of stress," writes H. Selye.

To better understand what "stress" is, it is important to understand what is not stress. Stress is not just nervous tension (stress reactions are also inherent in lower animals, and in humans this is associated with "emotional stimuli"). Stress is not always the result of injury: "Stress-related activities can be pleasant or unpleasant. Distress is always unpleasant." Stress should not be avoided. There is always a need to sustain life, resist attack and adapt. In everyday speech, when they say that a person is "stressed", they usually mean excessive stress, or distress.

G. Selye specifically emphasizes that complete freedom from stress means death: “Contrary to popular belief, we should not - and cannot - avoid stress. But we can use it and enjoy it if we better know its mechanisms and develop an appropriate philosophy life."

G. Selye about stress and self-realization in the profession, which occupy a very significant place in his book "Stress and Distress". According to G. Selye, the action must be completed, otherwise - distress: "The main source of distress is dissatisfaction with life, disrespect for one's studies ..."; a person must certainly use up the reserve of adaptive energy in order to "satisfy the innate need for self-expression, to accomplish what he considers his destiny, to fulfill the mission for which, as it seems to him, he was born." Selye G. Stress without distress. - M.: Progress, 2005. - 12 p.

With stress disorders, people acquire uncertainty about the future, experience doubts about the meaning of life. All these factors affect the performance of a person, the effectiveness of the performance of official duties. Therefore, anti-stress prevention at the enterprise is aimed at increasing the stress resistance of employees to various factors. To date, organizational forms of prevention have already been developed - individual protection from stress using modern methods of psychological self-regulation and corporate protection. In the latter case, group trainings are aimed at increasing the stress resistance of the staff, normalizing interpersonal relations in the team, forming and strengthening a cohesive work team.

Stress is usually perceived as a negative phenomenon. It is believed that it causes some kind of trouble. But this is only one type of stress. In fact, there is also positive stress, which can be caused by pleasant events (for example, a promotion proposal, a big lottery win, etc.). It is also called eustress - from the Greek "ey", which means "good". Small stresses are even beneficial to the body - they constantly train it, putting it into a state of activation or training.

What is stress? For the first time this phenomenon was investigated and described by G. Selye in his work "Stress without Distress". The scientist gave this phenomenon the following definition: "Stress is a non-specific response of the organism to any requirement presented to it." Selye G. Stress without distress. - M.: Progress, 2005. - 15 p.

There is another definition that emphasizes the need for stress for the body: Stress is both a special nervous state and an adaptive reaction of the body aimed at ensuring self-preservation.

It should be noted that extreme impact does not always have a negative impact on the efficiency of the activities performed. Otherwise, it would be impossible to successfully overcome the difficulties that arise when conditions become more complicated. A person's resistance to the occurrence of various forms of stress reactions is determined, first of all, by individual psychological characteristics and the motivational orientation of the individual. However, working in a stressful situation necessarily leads to additional mobilization of internal resources, which can have adverse consequences.

Rice. 1. Stress curve

Similarly, stress manifests itself at the team level. To describe the stress associated with professional activities, various concepts are used: "work stress", "professional stress", "organizational stress".

"Work stress" occurs due to work-related causes - working conditions, place of work, "professional stress" - due to reasons associated with the profession, gender or type of activity, and "organizational stress" occurs due to a negative impact on the subject of the characteristics of the organization in which he works. Bad working conditions, poor technical equipment, irregular workload, inconvenient work schedule and other similar reasons can have a negative impact on the employee. Bondarenko V.V., Reznik S.D. (ed.) Personal management. Proc. allowance. - M.: INFRA-M, 2008. - 45 p.

These and other factors can take place not only due to the imperfection of the organization, but also for objective reasons (unfavorable climatic conditions, lack of necessary technical solutions, uneven demand for this type of labor, forced round-the-clock work or duty, etc.). They can operate outside the organization, for example, in individual work. Such factors cause work stress.

Many professions, regardless of the characteristics of a particular workplace (region, industry), are associated with well-defined stressors. In this case, it is often said that the profession itself is stressful. This situation gives grounds to use the term "professional stress". Finally, the unfavorable psychological climate in the working group, inept leadership, irrational or insufficiently accurate distribution of job responsibilities, poorly organized information flows, unclear activity goals, uncertainty about the prospects for the development of the enterprise, and a number of other factors of the same order cause employees of the relevant organization (enterprise, institution) to organizational stress.

Stress resistance is an adequate response of a person to a non-standard situation. Most people have to work at a stressful pace. Noise, bustle, irregular working hours, constant communication - all this should not reduce their efficiency. Stress should not unsettle, otherwise it entails failure to fulfill duties. Korkina T.A., Baryeva E.A. Methods of stress management in the organization // Problems in the management of socio-economic systems in the conditions of innovative development: Sat. scientific tr. Chelyabinsk: Encyclopedia, 2012. -S. 163-169.

Most often, the requirement for stress resistance is presented for such vacancies as assistant secretary, assistant director, chief accountant, and other managerial positions. It is difficult for managers to plan the company's activities for several years ahead, so they are always in a situation where they need to quickly make the right decision in the face of severe time constraints, and this is information stress.

Managers, salespeople, secretaries are often forced to listen to the complaints of dissatisfied customers, while experiencing emotional stress. Often, career wars are actively going on in the company, intrigues are woven, which creates a stressful situation within the team. To adequately cope with all this, there are programs on mental hygiene of stress, stress management.

The head of the organization can prevent the psychological disorder of the employee, improve his performance, using the necessary knowledge of mental hygiene in personnel management.

The main goal of management as such is to create the necessary conditions for the implementation of the tasks of the organization, "establishing harmony" between individual labor processes, coordinating and coordinating the joint activities of employees in order to achieve the overall planned results. Thus, management is work with people, and their labor activity serves as an object of control.

It is important for the manager that employees are psychologically stable and not subject to stress, depression and psychological disorders, otherwise the worker's efficiency will drop sharply and this will affect the enterprise as a whole. The finding that symptoms of a psychological disorder are more common in women than in men is supported by many studies from several countries. stress staff self-regulation corporate

Among the methods for diagnosing signs of trouble in the team caused by stress, questionnaires, analysis of comparative data, observation, and interviews have proven themselves well. These methods can be used both in combination and independently of each other. Bodrov N.P. Psychology and reliability. - 4th ed. - M.: "Filin", 2005. - 113-115 p. These activities can be carried out by the personnel service both sequentially and in parallel, independently of each other. This is especially true for the prevention of stress, on the basis of an analysis of the causes of which the departments develop a program of measures for the prevention of stress for the year. If necessary - in the course of regular monitoring of the situation - this program is subject to adjustment and clarification. After the diagnosis, it is necessary to deal with the causes of organizational stress in order to be able to influence the situation and effectively manage the dynamics of stress.

The direction of the efforts of the personnel service can be concentrated either on individual employees, their knowledge, skills, skills and attitudes, or on the organization as a whole, or on its individual divisions (optimization of business processes, competent implementation of changes, change in management style, adjustment of corporate culture in in line with the goals of the organization). In the practice of foreign management, such programs exist and are applied at the level of the entire organization, especially a lot of them have been developed in recent years at enterprises in Western Europe and the USA.

1.2 Causes of stress in the workplace

Every day, a person is affected by many factors from the external environment. Factors that cause stress, or the so-called stressors that affect workers today, include:

1) stressors outside the organization;

2) group stress factors;

3) stress factors associated with the organization;

Stress at work should not be limited to the events and conditions that take place directly in the workplace. Any organization is an open social system, and its elements - employees - are naturally affected by external factors, such as changes in society, economic and financial conditions, changes in their personal lives (family problems, aging, the death of a close relative, the birth of a child, etc.). P.).

Thus, it can be said that a poor financial situation can encourage people to take on additional work, resulting in reduced rest time and increased stress. Family crises are also a serious stress factor for employees. There is also evidence that in families where both spouses work, a husband who is under stress can “transfer” his stress to his wife. Val E. Leadership, leadership and team building in an organization. M: Prometheus, 2008. - 22 p.

Group stress factors include:

1) lack of group cohesion, i.e. the lack of an opportunity for an employee to feel like a member of a team due to the fact that the manager does not allow or limits this opportunity, or because other members of the group do not accept him into their ranks, can be a source of severe stress;

2) the presence of intrapersonal, interpersonal and intragroup conflicts in the team. The presence of serious contradictions or incompatibility of the employee's personal goals, needs, values, with those approved in the group where he works. This means that he is forced to constantly be, communicate, interact, and is also a serious stress factor.

The causes of work-related stress have been studied for a long time, and the list of potential stressors is long. It contains physical factors that turn the workplace into a hostile environment (elevated temperature, noise, crowding, etc.), as well as a host of psychosocial factors due to a specific combination of labor, organizational and social characteristics of the workplace. Knoblauch, J. Stress and adaptation: per. with him. / J. Knoblauch. - M.: Omega-L, 2006. -201-206 p.

The most well-established stressors associated with the work environment include:

1) uncertainty about the future - for many workers, a constant stressor is the fear of losing their job due to layoffs, inadequate performance, age, or for another reason;

2) the inability to influence one's work - as many researchers note, the extent to which a person influences his work may be associated with a stressful state. Monotonous mechanical work and responsibility for things that people cannot influence are especially stressful factors for some workers;

3) the nature of the work performed - the complexity of the tasks to be solved, independence in work, the degree of responsibility, working conditions:

4) the degree of danger in the performance of work, the level of noise, etc., as the results of numerous studies show, can also be attributed to factors that often provoke stress among workers;

5) role ambiguity and role conflict - both of these conditions in most cases are perceived as stressors. Here, role ambiguity refers to uncertainty in relations with a person performing a particular role, and role conflict refers to various incompatible expectations regarding significant people at work;

6) a specific organizational structure - for example, the matrix structure of an organization, involving dual subordination, is often a source of stress for an employee who is forced to simultaneously carry out the orders of two managers;

7) stressful management style - frequent use of methods of unjustified pressure and threats is one of the strongest stress factors for subordinates;

8) Work Schedule Pressure - Shift work, and staggered work in particular, often creates a need for a range of psychological and non-work related changes that are potential stressors. On the other hand, a very busy work schedule, which makes it difficult or impossible to simultaneously meet production and personal needs, can also be a strong stressor for people in a variety of work situations.

All of the above conditions are potential stressors that automatically cause stress. Reactions to all these stress factors are individual. Organizational psychology and management. Reader. - M.: INFRA-M, 2013. - 31 p.

Stress does not always have a harmful effect on workers and their production activities. In fact, too little stress can even lead to decreased productivity. Arkhangelsky G., Lukashenko M., Telegina T., Bekhterov S. Stress management. Full course. - M.: "Alpina Publisher", 2012. - 235 p. It is noted that mild stress, for example, the arrival of a new boss or an unexpected relocation, can have a positive impact, as they force the employee to mobilize for self-assertion in the new conditions: for example, in many Japanese companies, one of the provisions of personnel policy is the regular rotation of personnel.

Light stress also improves blood circulation, leading to increased activity and, ultimately, new production successes. However, high levels of stress have a serious harmful effect on the physiological, psychological and behavioral aspects of human life.

Stress causes chemical and other changes in the physical or emotional state. These responses generate energy to help a person cope with a perceived threat to their well-being (the stressor). For the time being, everything is fine - but if the stressor is not eliminated, and the energy is not dissipated in any other way (as in physical exercises), it simply begins to drain a person. Ultimately, stress causes a breakdown or physical illness. Since physiological reactions to stress are described in a large amount of literature in sufficient detail, we will not dwell on this issue. Egorshin, A.P. Control of stress in the organization / A.P. Yegorshin. - M.: INFRA-M, 2014. - 17-20 p.

Signs of "healthy" stress:

1) good concentration;

2) corporate behavior;

3) high level of work;

4) effective problem solving;

5) meeting deadlines;

6) good awareness;

7) clear and confident decision-making;

8) harmonious relationships;

9) good attendance and time records;

10) growing achievements;

11) serious interest in business and work;

12) good long-term planning;

13) high level of motivation;

14) realistic self-image;

15) energy;

16) positive remarks;

17) the ability to constructive criticism and its perception;

18) feeling of own value and competence.

Signs of excess stress:

1) lack of composure;

2) forgetfulness;

3) bad decisions;

4) manifestation of anxiety, impatience or fear;

5) depression;

6) incompatibility with others;

7) failure to achieve goals, violation of deadlines;

8) irregular visits and time records;

9) low self-esteem;

10) inefficient problem solving;

11) low standards;

12) excessive self-criticism;

13) loss of business;

14) customer complaints;

15) poor long-term planning.

The most important skill of a manager is to identify first the symptoms and then the sources of excessive stress. To do this, a person must learn to recognize the slightest signs of discomfort when doing work. One way is to create a questionnaire and assess how, in general, work factors can be a source of excess stress.

1.3 Methodological aspects of stress management in the organization

It is known that stress is a serious obstacle to the successful conduct of business. Stressful situations can arise in a company for various reasons, but most often - because of the management style in the company. Managers should remember that positive employee stimulation can increase the quality of their work much more effectively than constant pressure and excessive demands. Zaitsev L.K. Stress management: Per. with him. - M.: Interexpert, INFRA-M, 2014. - 21 p.

Initially, it was believed that company executives were most susceptible to professional stress. In the psychology of stress, there is a so-called "A" personality type, which includes company owners, top managers, and people in creative professions. Indeed, their level of emotional overload is very high: the need to make decisions of a high degree of responsibility, the uncertainty of the situation, the lack of necessary information, too frequent or unexpected changes in information parameters - all this is a source of stress.

However, not only top managers, but also ordinary employees get into a stressful state that is detrimental to successful business. Account managers, salespeople, secretaries - it is they who sometimes have to take on the first, most powerful, wave of customer dissatisfaction, listen to claims, demands, and often even insults addressed to them. Their situation is compounded by the fact that they often lack the authority necessary to achieve improvement in the work of the organization. All this, of course, leads to negative emotions, stress, and, accordingly, reduces the productivity of work.

Stress in the workplace can arise from overload or, conversely, from underutilization. At the same time, an employee who believes that his workload does not correspond to his position and the salary he receives experiences no less stress than an employee loaded with overwork.

Also, serious stress threatens an employee who is required to quickly and efficiently perform several difficult-to-compatible functions. It is very important that the employee has a clear understanding of his job responsibilities, the boundaries of his own powers, and also clearly represents the system for evaluating his work. A person who knows exactly what will follow one or another of his actions, he feels much calmer.

Another cause of stress may be the performance by an employee of new duties that do not correspond to his experience - for example, when moving to a higher position. It is dangerous, and the need to do an unloved thing every day.

Occupational stress is often caused by an external physical factor (noise, crowded rooms, poor ventilation or workplace lighting, etc.) or the behavior of other employees. Also, the psychological state of the employee is negatively affected by the lack of professional communication, the unavailability of the resources necessary for work and the lack of prospects for professional growth. Kamionsky, S.A. Management of subordinates. Effective technologies of the leader / S.A. Kamionsky. - M: URSS, 2005. - 101-103 p.

Despite the fact that many researchers call the organizational factor the main cause of professional stress, psychologists note another side of this phenomenon. In addition to the situation that causes stress, an important role is played by the attitude of a person to this situation. To solve the problem, it is enough to eliminate one of these components. Therefore, if there is no way for a person to avoid a stressful situation, the best option would be to change his attitude towards the problem. Here, the role of HR managers is important, who must convey to employees an understanding of this aspect. Kalugina, S.N. Self-management: textbook / S.N. Kalyugin. - M. : Direct-Media, 2014. - 135-137 p.

Today in our country there is a significant increase in demand for training services in stress management. Stress management is a way to manage and control stress. Stress management is considered much more productive than trying to completely isolate people from it. There are many ways and methods of "fighting stress", both individual and organizational application. Most of them are well known. So, individual methods include:

1) regular active rest;

2) relaxation (yoga, meditation, auto-training);

3) training skills of self-control of behavior;

4) planning your own time;

5) ensuring sufficient duration of sleep;

6) cognitive therapy, etc.

In foreign organizations, such methods are practiced as the inclusion in the employee's social package of payment for classes in the gym, swimming pool. Some of them try to ensure that specific simple techniques are communicated to employees to help them cope with stress. For example, BBC executives published an expensive booklet explaining to staff how to sit in chairs. This 57-page booklet on how to reduce stress in the workplace contains a wealth of other valuable information. In particular, there is a detailed diagram of how, in the case of a completely hopeless state, to fold an airplane out of paper. If this does not help to cope with the difficulties that have arisen, then employees are advised to smell the lavender flower and peer at the photo with the alpine landscape for a long time.

However, these measures are not enough. The problem needs to be approached comprehensively, not just helping employees deal with severe stress that has already arisen or its consequences, but preventing it at the organization level. The above are stress factors associated with the organization, it is to neutralize and reduce the negative impact of these factors that special attention should be paid.

At the organizational level, it is advisable to apply the following stress management measures:

1) regular monitoring and formation of an acceptable socio-psychological climate;

2) optimization of the organizational structure (distribution of duties, powers and responsibilities), carried out taking into account the abilities and capabilities of specific employees;

3) exclusion (if possible) of situations of role conflict;

4) informing the employee as much as possible about what is encouraged in the company and what is not (for example, the adoption of a corporate code of conduct for the employee in the company, familiarizing employees with the principles of the incentive / fine system, etc.), about its prospects (may include planning career), about upcoming changes in the organization and how they will affect him specifically;

5) enrichment of the content of the duties of employees;

6) compliance with sanitary and hygienic standards;

7) giving employees the opportunity to feel that they can influence the situation (give them the right to participate in making certain decisions, give them more authority in organizing their own workplace, planning their working time, etc.);

8) providing employees with regular feedback on the results of their work;

9) training of top and middle managers in conflict management, partnership communication skills;

10) providing employees with advisory support.

These measures are the main ones to ensure that the level of stress experienced by employees does not exceed the permissible level.

For employees, a good example can be the behavior of their leader. Suppose a meeting is held to bring the company out of the crisis. If the CEO confidently turns an indefinite problem into a solvable problem literally before our eyes, communicates effectively with those present and rationally manages the time of the meeting, then he thereby shows, demonstrates, transfers to employees forms of organizational behavior that work and create a real plan of action. Kartashova L.V. Organizational behavior: a textbook for students of educational institutions enrolled in the MBA program and other management training programs.-M.: INFRA-M, 2014. - 37 p.

When managing relationships, the manager needs to develop a communication culture that will focus the emotions of employees not on personal differences, but on a common goal. To effectively influence the creation of a favorable psychological climate in the team, you need to establish a communication system. In particular, this can be facilitated by the development of corporate traditions, holding corporate holidays.

When managing workloads, the manager should review the work schedule of employees or build a new one, competently manage their own time and the time of subordinates, and also provide an opportunity to recuperate after hard and hard work - for example, include a subscription to the gym, fitness club, swimming pool in the social package.

Rice. 2. Stress management algorithm

It is necessary to develop a stress management algorithm, that is, to find the cause of stress and switch the attention of staff to something else. Conducting a survey and analyzing the data obtained will provide an opportunity to develop ways to solve the problem.

Chapter 2 Toolkit Software

2.1 Problem, goal, tasks, object and subject of research

social problem: insufficient attention to managing the level of stress in the organization LLC "House of Fur".

Problem to study stress management in the organization "House of Fur" LLC.

Target sociological research: to develop practical recommendations for reducing stress in the organization "House of Fur" LLC.

Tasks sociological research:

1) To identify the level of stress of the staff in the organization LLC "House of Fur".

2) To identify the objective factors influencing the management of stress in the organization LLC "House of Fur".

3) To identify subjective factors influencing stress management in the organization LLC "House of Fur".

4) To identify objective and personal factors that affect stress management in the organization LLC "House of Fur".

Object of sociological research: staff organization LLC "House of Fur".

Subject sociological research: stress management in the organization OOO "House of Fur".

2.2 Interpretation of the main concepts of the study

Theoretical interpretation concept of "expert".

Expert - highly qualified specialist, competent in some area.

Empirical interpretation concept of "expert".

Expert - highly qualified specialist, competent in the field of work with personnel.

Operational interpretation concept of "expert".

Indicators of the level of competence of a specialist in the field of work with personnel:

· Work experience

· Ability to predict.

Indicators that measure these indicators.

· Higher education in the specialty + IPK;

· Higher education in the specialty;

No special education.

Work experience:

· Up to 1 year;

· From 1 to 5 years;

· From 5 to 10 years;

· From 10 to 15 years;

· More than 15 years.

The ability to predict.

· High;

· Average;

· Low.

theoretical interpretation concepts " professional stress " .

Occupational stress - a state of tension caused by the influence of stressors associated with negative situations that arise in daily professional activities.

empirical interpretation of the concept " supervisor " .

Occupational stress - a state of tension caused by the influence of stressors associated with negative situations that arise in the daily professional activities of the LLC organization " fur house " .

Operational interpretation:

Subjective factors that measure the impact on stress in the organization:

Factor:

1. Satisfaction with the position held in the organization.

Indicators:

1) Completely satisfied;

2) Generally satisfied;

3) No opinion;

4) Generally not satisfied;

5) Completely dissatisfied.

Factor:

2. Satisfaction with the staff of the organization.

Indicators:

1) Completely satisfied;

2) Generally satisfied;

3) No opinion;

4) Generally not satisfied;

5) Completely dissatisfied.

Factor:

3. Salary satisfaction.

Indicators:

1) Completely satisfied;

2) Generally satisfied;

3) No opinion;

4) Generally not satisfied;

5) Completely dissatisfied.

Factor:

4. Satisfaction with the psychological climate in the team.

Indicators:

1) Completely satisfied;

2) Generally satisfied;

3) No opinion;

4) Generally not satisfied;

5) Completely dissatisfied.

Objective indicators and indicators of stress in the organization:

Index:

1) Satisfaction with your workplace.

Indicators:

a) Yes;

b) No;

c) Difficult to answer.

Index:

2) The frequency of conflicts in the organization.

Indicators:

a) Quite often

b) often;

c) Rarely;

d) extremely rare

d) Doesn't happen.

Index:

3) The frequency of the employee's involvement in the conflict.

Indicators:

a) constantly;

b) Rarely, from time to time;

c) Never;

d) Difficult to answer.

4) Physical factors that turn the workplace into a hostile environment (elevated temperature, noise, crowds, etc.).

Indicators:

is there;

b) Possible;

c) No;

d) Difficult to answer.

Objective factors and indicators affecting stress in the organization:

Factor:

1) The presence of a leader who supports the organization's members with a stress management mindset.

Indicators:

is there;

b) No.

c) Factor:

Factor:

2) The use of methods of unjustified pressure and threats by the head.

Indicators:

a) Yes, definitely;

b) Rather yes;

in) No, definitely;

G) Probably not;

e) No opinion.

Factor:

3) Role conflict (various incompatible expectations for significant people at work).

Indicators:

a) Yes, definitely;

b) Rather yes;

in) No, definitely;

G) Probably not;

e) No opinion.

Objective-personal factors affecting on stress in the organization:

1. Index:

Gender of the worker.

Indicators:

a) Male;

b) Female.

2. Index:

The age of the worker.

Indicators:

a) From 18 to 23 years old;

b) From 23 to 28 years;

in) From 28 to 33 years old;

G) From 33 to 38 years old;

e) From 38 to 43 years old;

and) From 43 to 48 years;

h) Over 48 years old.

3.Indicator:

Family status.

Indicators:

a) Not married / not married;

b) Married/married;

in) Divorced;

G) Widow/Widower.

4. Index:

The level of education of the worker.

Indicators:

a) Lower secondary;

b) Average total;

in) Specialized secondary;

G) Unfinished higher;

e) Higher.

5. Index:

Experience of working in a team.

Indicators:

a) Up to 1 year;

b) 1 to 3 years;

in) 3 to 6 years;

G) 6 to 9 years;

e) Over 9 years.

Conclusion

The purpose of the study was to study the methodological study of the effectiveness of the use of working time by managers, the development of recommendations for improving the efficiency of using working time.

The studied materials made it possible to determine that several methods can be used to assess the effectiveness of the use of the manager's working time, for example, self-photography of working time, questionnaires and oral surveys.

Methods for analyzing the use of working time are proposed. Namely, a preliminary text for evaluating the efficiency of using working time, a method for photographing and inventorying working time, a list of obstacles to the effective use of working time, a questionnaire for evaluating the effectiveness of using working time by a manager.

One of the tasks was to prepare recommendations for improving the efficiency of using the manager's working time. A plan of organizational and technical measures was drawn up to improve the use of working time by managers.

In particular, these are:

- planning of working hours;

- establishment and elimination of interference factors.

Thus, in conclusion of the work, I would like to note the following: the work of the leader must be clearly regulated and must comply with the basic norms and rules.

Optimization of the manager's work is based on the study and analysis of the duration of the performance of certain professional duties. After collecting the initial information about the activities performed, it is necessary to look for ways to eliminate the "eaters" of time.

List of sources used

1. Arkhangelsky G., Lukashenko M., Telegina T., Bekhterov S. Stress management. Full course. - M.: "Alpina Publisher", 2012. - 315 p.

2. Bodrov N.P. Psychology and reliability. - 4th ed. - M.: "Filin", 2005. - 238 p.

3. Bondarenko V.V., Reznik S.D. (ed.) Personal management. Proc. allowance. - M.: INFRA-M, 2008. - 210 p.

4. Val E. Leadership, leadership and team building in the organization. M: Prometheus, 2008. - 220 p.

5. Egorshin, A.P. Control of stress in the organization / A.P. Yegorshin. - M.: INFRA-M, 2014. - 327 p.

6. Zaitsev L.K. Stress management: Per. with him. - M.: Interexpert, INFRA-M, 2014. - 201 p.

7. Kalyugina, S.N. Self-management: textbook / S.N. Kalyugin. - M. : Direct-Media, 2014. - 207 p.

8. Kartashova L.V. Organizational behavior: a textbook for students of educational institutions enrolled in the MBA program and other management training programs. - M.: INFRA-M, 2014.-321 p.

9. Kamionsky, S.A. Management of subordinates. Effective technologies of the leader / S.A. Kamionsky. - M: URSS, 2005. - 192 p.

10. Knoblauch, J. Stress and adaptation: per. with him. / J. Knoblauch. - M.: Omega-L, 2006. - 206 p.

11. Korkina T.A., Baryeva E.A. Methods of stress management in the organization // Problems in the management of socio-economic systems in the conditions of innovative development: Sat. scientific tr. Chelyabinsk: Encyclopedia, 2012. - 163 p.

12. Organizational psychology and management. Reader. - M.: INFRA-M, 2013. - 310 p.

13. Organization of personal work of managers and specialists//Kadrovik. Personnel management. - 2015. - No. 6.

14. Selye G. Essays on the adaptation syndrome. - M.: Knowledge, 2003. - 253 p.

15. Selye G. Stress without distress. - M.: Progress, 2005. - 127p.

Attachment 1

Questionnaire forrespondents

Dear respondents!

You are an expert in the organization of personnel planning at Dom Mekha LLC.

Please fill out this questionnaire.

1. Are you satisfied with the psychological climate in the team?

1) Yes;

2) No;

3) I find it difficult to answer.

2. In your opinion, how often do conflicts occur in the organization?

1) Yes;

2) No;

3) I find it difficult to answer.

3. Do you often take part in conflicts?

1) Yes;

2) No

3) I find it difficult to answer.

4. Are you often criticized by your superiors?

1) Yes

2) No

3) I find it difficult to answer.

5. Are you satisfied with your position in the organization?

1) Yes;

2) No;

3) I find it difficult to answer.

6. Are you satisfied with the team you work for?

1) Yes;

2) No;

3) I find it difficult to answer.

Thank you for participating in the survey!

Appendix 2 annotation

The relevance of the study of methods of stress control in the organization is now most needed. The country is in a difficult economic situation, so the identification and control of employee stress is necessary for the successful operation of the organization.

Two conditions are necessary for stress to go from potential to real: the employee's uncertainty that he will definitely achieve the result, and the special importance for him of obtaining this result. So, if promotion in a given organization is not of significant interest to an employee, then he is unlikely to experience a state of stress in the event of an unsatisfactory assessment of the results of his work in the organization. Minor stresses are unavoidable and harmless, but excessive stress creates problems for both individuals and organizations, difficulty in completing tasks.

The purpose of this work: to study the mechanism of stress management in the organization.

In accordance with the goal, it is necessary to solve the following tasks:

1) Define the concept of "stress" and identify its features;

2) To study the physiological mechanisms of stress and its consequences for the worker;

3) Identify the causes of stress in the workplace;

4) Consider methods of dealing with stress in the managerial sphere;

5) Develop software for sociological research tools.

Object of study: organization

Subject: Organizational Stress Management

Based on the tasks set, in the theoretical part of the course project, the concept of stress was considered, as well as its features were identified. The physiological mechanisms of stress and its consequences for workers have been studied. The causes of stress in the workplace were identified and analyzed.

In the practical part of the work, software tools for studying the effectiveness of the use of working time by managers were developed, on the basis of which a questionnaire was formed. The information obtained during the survey will allow us to develop practical recommendations for improving stress control at Dom Mekha LLC.

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What is stress management?

We all respond to stress differently and many people are able to manage stress. But if you feel that your life tension is out of control, it's time to take action. Managing and dealing with stress involve ways to overcome, by changing the stressful situation. By changing your response take care of yourself and find time for rest and relaxation. One of the first steps is to recognize the true sources of stress in your life.

How to identify sources of stress in your life?

Starting a stress log

A stress journal will help you identify regular stress in your life and develop ways to manage and deal with it. Every time you feel stressed, keep track of it in your journal. If you start a daily journal, you will begin to see patterns and common themes. Try to write in your journal:

What caused the stress (make a guess if you're not sure).
How did you feel physically and emotionally.
your responses.
What stress management techniques have you used to make yourself feel better?

This will help identify sources of stress, such as a job change, a move, or the loss of a loved one. Identifying sources of daily stress can be more difficult. The problem is that when stressed, you may not be aware of your own thoughts, feelings, and behaviors. To identify the true sources of stress, pay attention to your habits and justifying attitudes towards stress:

You explain the stress as temporary even though you can't remember the last time you took a breather.
Do you define stress as an integral part of your work, home life, or as part of your personality: "I have a very nervous nature."
You blame other people or external events for stress and consider it completely normal.

Until you take responsibility for the life role you play, your stress levels will remain out of your control.

How can you help yourself deal with stress?

Think about the ways you manage to deal with stress in your life. A stress log will help determine what your coping strategies are. They can be healthy or unhealthy, helpful or unproductive. Unfortunately, many people struggle with stress only exacerbate their problem.

Unhealthy Stress Coping Strategies

These coping strategies may temporarily reduce stress but cause more damage in the long run:

Smoking.
Alcohol abuse.
Wrong nutrition.
Spending several hours in a row in front of a computer or TV.
Breakdown of social relations.
Using pills or medicines to calm down and relax.
Avoiding problem solving.
Take it out on others (outbursts of anger, physical violence).

Teaching healthy ways to deal with stress

If your coping strategies aren't conducive to your emotional and physical health, then it's time to find healthy ways to manage stress. No method works the same for everyone or in every situation, so experiment with different methods and strategies. Focus on what makes you feel calm and in control.

Stress Management Strategy #1: Move

Physical activity plays a key role in reducing stress and preventing its consequences. You don't have to be an athlete or spend hours in the gym to experience the benefits, just about any type of physical activity can help relieve stress and burn away anger, tension, and frustration. Physical activity can increase the release of endorphins, which will elevate your mood and make you feel good. You can start small and build up your fitness level gradually. Short bursts of activity that raise your heart rate will help relieve stress and give you more energy and optimism. Here are some easy ways:

Dance to the music.
Walk your dog.
At home or at work, use the stairs, not the elevator.
Park your car at the farthest parking spot and walk the rest of the way.
Support each other in training.
Play outdoor games with your children.

Once you get into the habit of being physically active, try incorporating regular exercise into your daily schedule. Activities that require continuous movement are especially effective at relieving stress. Walking, running, swimming, dancing, cycling and aerobic classes are good choices.
Choose an activity that you enjoy and try to stick to it. Instead of continuing to focus on bad thoughts while you exercise, make a conscious effort to focus on your body and physical sensations. Adding this element of mindfulness to your workout will help you break out of the cycle of negative emotions and quell stress. Focus on coordinating your breath with movement, or try to notice how your skin feels air or sunlight on it. Getting negative thoughts out of your head and paying attention to physical sensations is a sure way to avoid memories of psychological trauma.
As you develop these habits, it will be easier for you to learn other stress management techniques.

Stress Management Strategy #2: Social Participation

Build your relationship

Chat with colleagues at work.
Offer volunteer help.
Have lunch with a friend or friends.
Go to the movies or a concert with someone.
Call or text an old friend.
Go to workout with a friend.
Participate in community activities.
Connect spiritually with a sports coach.

Social commitment is the quickest and most effective way to curb stress and avoid overreacting to internal or external events that you perceive as a threat. There is nothing more soothing to your nervous system than being with another person who understands you and creates a sense of security. This sensation is perceived by the nervous system as a result of non-verbal signals that you hear, see and feel. Of course, not everyone has a friend to lean on when you're stressed out. Therefore, try to create a society around you from a circle of close friends, because the more a person is lonely and isolated, the more vulnerable he is to stress. Be more open with people. Revelation is not a sign of weakness, and will not become a burden to others. In fact, most friends will be flattered that you trust them, and this will only strengthen your bond. And remember, it's never too late to improve and build new friendships.

Stress Management Strategy #3: Avoid Unnecessary Stress

While stress is your nervous system's automatic response to a stimulus, some stress comes from predictable situations, such as a meeting with your boss or some kind of celebration. Under predictable stress, you can change the situation or change your response. When deciding which scenario to choose, rely on four options: avoid, change, adapt, or accept.
To be able to avoid stressful situations, you need to decide how many stressors in your life you can eliminate.
Don't hesitate to say "no". Knowing your options, stick to them. Whether it's in your personal or professional life, don't take on more than you can really handle - that's a sure recipe for stress relief. There is a difference between "should" and "can". Take the opportunity to say "no" so you don't take on too much. Avoid people who negatively influence you. If someone consistently causes stress in your life, limit the amount of time you spend with that person or end the relationship. Take control of your environment: if the news in the evening makes you anxious, turn off the TV; If your daily schedule is making you feel stressed, try changing it.

Stress Management Strategy #4: Change the Situation

If you can't avoid a stressful situation, try changing it. Often, this includes changing the way you communicate and work in your daily life.
Express your feelings, don't hide them. If something or someone is bothering you, speak openly and respectfully about your problem. If you do not express your feelings, then resentment will grow and provoke stress. Be prepared to compromise. If you ask someone to change their behavior, be prepared to do the same. If both of you are willing to compromise even a little bit, you have a good chance of finding a happy medium. Manage your time. Improper time management can lead to a lot of stress. When making long-term plans, do not overexert yourself, it is easier to stay calm and focused.

Stress Management Strategy #5: Adapting to Stress

What do you think could have a huge impact on your stress levels? Take back your sense of control by changing your expectations and attitudes towards stressful situations.

Rethinking the Problem

Try to look at stressful situations from a more positive perspective.
Look at the big picture.
Think about the perspective of a stressful situation. Ask yourself: “How important is this going to be in the long run. Will it matter in a month or a year? Is it really worth it to get upset? If the answer is no, direct your time and energy elsewhere.

Set standards.

Perfectionism is a major source of stress.
Stop setting yourself up for failure by demanding perfection from yourself.
Set reasonable standards for yourself and others, striving for excellence is a good path, but that doesn't mean you have to be perfect at everything.

Stress Management Strategy #6: Accept What You Can't Change

Many sources of stress are unavoidable. You can always prevent or change stress (death of a loved one, serious illness). In such cases, the best way to deal with stress is to accept things as they are. Although it can be difficult, in the long run, it's easier than trying to fight a situation you can't change.
Don't try to control the uncontrollable. Many things in life are beyond our control, especially the behavior of other people. Focus on things you can control, such as how you are going to respond to problems. Look from above. When you face major challenges, try looking at them as an opportunity for personal growth. If your own actions contributed to the stressful situation, reflect on them and learn from your mistakes. Learn to forgive. Accept the fact that we live in an imperfect world and that people make mistakes. Let go of anger and resentment. Free yourself from negative energy by forgiving, move on.

Stress Management Strategy #7: Make Time for Fun and Relaxation

In addition to the energy and positivity that entertainment and relaxation give you, you can reduce the stress in your life by pampering yourself. If you regularly make time for rest and entertainment, you become more resilient to the inevitable stressful situations. Don't forget your own needs.
Stress Relief Tools:

Come up with a list of healthy ways to relax and rejuvenate.
Try one or more of these ideas every day, even if you feel good.
Go for a walk.
Spend more time in nature.
Call a good friend.
Play outdoor games (tennis, badminton).
Keep entries in a diary.
Take a bath and light light scented candles.
Have a warm cup of coffee or tea.
Play with your pet.
Take care of your garden.
Sign up for a massage.
Read a good book.
Listen to music.
Watch your favorite comedy.

Caught in the hustle and bustle of life, do not forget about your own needs. Taking care of yourself is a necessity, not a luxury.
Take time to relax. Incorporate rest into your daily schedule. Don't let other commitments get in the way. This is your time to take a break from all responsibilities and recharge your batteries. Make sure you enjoy every day. Find time for leisure activities that bring you joy (watch the stars, sing or play musical instruments, or just ride a bike). Keep a sense of humor (this includes the ability to laugh at yourself). Laughter helps the body deal with stress.

Stress Management Strategy #8: Live a Healthy Lifestyle

In addition to regular exercise, there are other healthy lifestyle choices that can help increase your resilience to stress.
Healthy diet. Well-fed bodies are better prepared for dealing with stress. Be mindful of what you eat. Start your day with breakfast. Save your energy and keep your mind clear with a balanced diet throughout the day. Reduce caffeine and sugar. Temporary "highs" of caffeine and sugar first provide, and then dramatically worsen mood and energy. By reducing the amount of coffee, soft drinks, chocolate, sugar, and small snacks in your diet, you will feel more relaxed and sleep better. Avoid alcohol, cigarettes, drugs. Self-medication with alcohol or drugs can provide easy stress relief, but this relief is only temporary. In this way, the problem cannot be avoided or masked. All problems must be solved with a sober head and a clear mind.

And, of course, sleep. Good sleep is fuel for your mind and body. Feeling tired increases stress because it makes you think non-rationally.

Along with conflicts, stress plays an important role in people's lives. Even in a well-managed organization, situations arise that negatively affect people and cause them to feel stressed. Excessive stress can be devastating to the individual and, consequently, to the organization. Thus, the manager must understand this and learn how to neutralize stressful situations in order to ensure the full effectiveness of the organization.

Stress- the emotional state of the body, which is caused by excessive pressure on the personality and subsequently has a demoralizing effect on it. For example: a situation of lack of time; at the same time a large number of events or information that a person is not able to evaluate and accept; an unpleasant event in the family, etc. Stress is an essential component of human activity.

Note that stress is characterized by the presence of three phases; anxiety, resistance and exhaustion.

People tolerate these phases of stress in different ways, depending both on their personal and on many other factors: some show a reaction of rivalry and fight it, others go.

Depending on the type and nature of stress, there are physiological and psychological. The type of stress that is relevant to leaders is characterized by excessive psychological or physiological stress.

Physiological stresses occur when there is an accumulation of a critical mass of fatigue from stressful situations. The results of such stresses are diseases (stomach ulcer, migraine, hypertension, pain in the heart and back, arthritis, asthma, etc.).

Psychological stresses are divided into informational and emotional. Information stress occurs in a situation of information overload, when a person does not cope with tasks, does not have time to make a decision, etc. The work of a manager, his subordinates in stressful situations can lead to improper performance of duties. It is important for the leader to take care of the rational organization of the work of subordinates, the creation and strengthening of the moral and psychological climate in the team, which will largely eliminate stressful situations. Emotional stress manifests itself in situations of threats, danger, image. A person becomes irritable, loses his appetite, falls into depression, her interest in communication decreases. The main causes of stress are the following: organizational factors - overload, underload, inconsistency, poor quality of planned targets;

conflict of roles, when conflicting requirements for work are presented to the employee, or tasks are given that go beyond his official duties;

the uncertainty of the role in the future, when the person has the uncertain duties of her work, to whom she is subordinate and what rights she has;

commitment, increased responsibility to people, as well as participation in meetings and meetings, saturated in the organization;

responsibility for completing the task, especially in an uncertain future;

constant change, the need to adapt to rapid technological changes, the acquisition of new skills, the implementation of additional responsibilities;

relationships with subordinates - inability to manage a critically minded or unorganized team, difficulties in opposing the authorities;

relationships with colleagues - unhealthy competition and rivalry, insufficient support from the team, difficulties in achieving cooperation;

job insecurity associated with the fear of downsizing, aging, early retirement;

feelings caused by work or career - disappointment when reaching a career height, lack of prospects, slow promotion;

the influence of the organization associated with a tense climate, authoritarian leadership style, lack of information, insufficient participation in the labor process;

external influence, including; conflict of requirements of the organization and family; domestic problems; giving priority to work rather than family; constant business trips.

These reasons can be combined in various ways, being acute for leaders who have pressure from above and below. Positive life events can also cause a lot of stress.

Stress, along with a negative one, can also have a positive effect, consisting in the fact that it helps to mobilize a person's efforts to perform work. Because stress is inevitable, a manager must learn to manage it.

Stress management- this is the process of purposeful influence on the personnel of the organization in order to adapt a person to a stressful situation, eliminate sources of stress and master the methods of neutralizing them by all personnel.

Managers should learn to manage stress and use the following to do so: ways :

develop a system of priorities in their work (what to do "today", "tomorrow", "when the time comes ...");

learn to say "no" when the stress limit is reached, after which it is impossible to take an additional load;

develop an effective and lasting relationship with your supervisor, teach your supervisor to respect your workload;

do not agree with a manager who makes conflicting demands (do not touch the aggressive position, just explain what specific problems become contradictory for you)

tell the manager that you are not sure about a number of tasks, but do not become a complainer;

determine the goal of your career, which, according to your self-assessment, is real, check which abilities and qualifications you lack;

find time every day to disconnect and rest;

take time to relax when you are under unprofitable pressure;

be realistic about what you can achieve and do;

follow the diet and exercise.

To achieve high productivity and low stress levels, it is necessary to :

determine the reasonable amount and type of work for subordinates in relation to their abilities;

allow subordinates to refuse orders if they have good reason to do so;

clearly define specific areas of authority, responsibility and production tasks;

use a leadership style depending on the specific situation;

provide adequate rewards for performance; more often act as a mentor.

One of the urgent tasks of modern management is to find ways to increase a person's stress resistance. A manager's resilience is his ability to consciously resist prolonged stress. It is known that with a long stay in a state of even mild stress, a serious danger is created for the mental state of the manager and his health.

You need to know that stress is also a necessary condition for life. Renowned Canadian physiologist Hans Salee, who first described stress, believes that life without stress is unthinkable. It is not stress itself that has negative consequences, but distress as its component, which should be avoided.

Everything related to distress brings illness, depression, loneliness, certain functional neuroses into our lives, while euphoric stress means health, pleasure, happiness.

Principles of a wise attitude to life(according to G. Salier) to be able to distinguish the main from the secondary;

to know the degree of influence on events, that is, to know the real assessment of both our own capabilities and the situation in which we find ourselves; be able to approach the problem from different angles; prepare yourself for any unexpected events;

to perceive the activity as it is in reality, and not in our imagination;

try to understand others;

be able to gain positive experience from what is happening; "Earn the love of your neighbor".

Stress management

2. Management of stress at the organizational level

Stress management is the implementation of a system of measures to eliminate stress factors - actions that either mitigate the negative states of the staff as a result of distress, or reduce the frequency of their occurrence. T.P. Khokhlova “Organizational Behavior” Moscow MASTER 2009

The main goal of stress management is to maintain manageable stress and develop behaviors to overcome it.

The fundamental goal of personnel management in stressful conditions is to increase stress resistance (the ability to withstand severe physical and psychological stress, while maintaining the working state of the organism). This is mainly related to the health of the worker. According to the WHO (World Health Organization), human health depends on 50% of lifestyle, 8-10% on health care, ecology accounts for 20% and 20% depends on the gene.

Managing employees under stress provides for 2 ways to increase staff readiness for stress:

l Development of motives for action under stress

l Formation of positive attitudes towards this kind of activity.

Forms of use:

1) Setting a high goal for employees (fame, fame, high earnings)

2) Achievement motive

3) Use of rewards (frequent or constant) for activities under stressful conditions.

4) Development of the culture of traditions of the organization and its corporate parties.

5) Development of a collective form of decision making.

To manage activities under stress, it is necessary to attract managers who have high stress tolerance, purposefulness, optimism and other leadership qualities. It is necessary to choose such personnel who are characterized by endurance, calmness, perseverance, confidence, endurance, the ability to control themselves and their actions.

In situations of stress, the manager is obliged to carry out psychohygiene of stress - activities that contribute to the restoration of working capacity after stressful activities.

In the psychohygiene of stress, behavior modification and preventive anti-stress regulation are of great importance. This implies a high degree of self-control and self-regulation of workers.

This is a set of tricks:

l Active rest with colleagues.

ü Maintaining positive attitudes in the organization

b Physical exercises, breathing exercises

l Promotion of healthy lifestyles at the organizational level

l Carrying out work activities in accordance with the plan

b Psychological relief

ü Teaching “healthy coping”

ü Professional support and advice

The formation of a strategy and models of overcoming behavior (coping) is the central aspect of this set of techniques, according to leading experts.

Coping is a constantly changing cognitive and behavioral attempt to cope with specific external or internal demands that are judged to be excessive or in excess of a person's resources.

Coping is seen as a stabilizing factor helping the individual to maintain adaptability during periods of stress. There is a reduction of stressful influences by mastering the requirements of a stressful situation, its mitigation or weakening.

There are two types of overcoming behavior strategies (R. Lazarus, M. Folkman) E.V. Ostrovsky “Psychology of management” Moscow INFRA-M 2008:

1. Problem-oriented coping - directing efforts to solve emerging problems

2. Emotionally-oriented coping - changing your own attitudes.

In order to empirically evaluate the strategy of coping behavior, it is necessary to use the multi-axis model of “coping behavior” by S. Hobfall and a questionnaire developed on its basis called SACS. This technique allows you to identify behavior strategies and differentiate coping based on 9 behavioral models:

A) assertive actions

B) making social contact

C) seeking social support

D) be careful

D) impulsive actions

E) avoidance

G) manipulative actions

H) associative actions

i) aggressive actions

This technique allows you to correct behavior, so it is effective and promising in terms of the possibility of managerial intervention in the process of overcoming the negative effects of stress.

Drawing a conclusion, we determine that overcoming behavior is a dynamic process, determined both by the characteristics of the situation and the degree of activity of the employee aimed at eliminating the problems that have arisen when faced with a stressful event.

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on the topic: "Stress management in the organization"

TOPIC: STRESS MANAGEMENT IN ORGANIZATIONS

Plan:

In charge

Introduction

Conclusion

List of used literature

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Introduction

The purpose of this course project: to study the management of stress in the organization.

Chapter 1. Theoretical aspects of the concept of stress, its features and causes

1.1 The concept of stress and its features

G. Selye specifically emphasizes that complete freedom from stress means death: “Contrary to popular belief, we should not - and cannot - avoid stress. But we can use it and enjoy it if we better know its mechanisms and develop an appropriate philosophy life."

There is another definition that emphasizes the need for stress for the body: Stress is both a special nervous state and an adaptive reaction of the body aimed at ensuring self-preservation.

Rice. 1. Stress curve

Similarly, stress manifests itself at the team level. To describe the stress associated with professional activities, various concepts are used: "work stress", "professional stress", "organizational stress".

The head of the organization can prevent the psychological disorder of the employee, improve his performance, using the necessary knowledge of mental hygiene in personnel management.

1.2 Causes of stress in the workplace

Every day, a person is affected by many factors from the external environment. Factors that cause stress, or the so-called stressors that affect workers today, include:

1) stressors outside the organization;

2) group stress factors;

3) stress factors associated with the organization;

Group stress factors include:

1) lack of group cohesion, i.e. the lack of an opportunity for an employee to feel like a member of a team due to the fact that the manager does not allow or limits this opportunity, or because other members of the group do not accept him into their ranks, can be a source of severe stress;

The most well-established stressors associated with the work environment include:

1.3 Methodological aspects of stress management in the organization

Stress in the workplace can arise from overload or, conversely, from underutilization. At the same time, an employee who believes that his workload does not correspond to his position and the salary he receives experiences no less stress than an employee loaded with overwork.

Another cause of stress may be the performance by an employee of new duties that do not correspond to his experience - for example, when moving to a higher position. It is dangerous, and the need to do an unloved thing every day.

1) regular active rest;

2) relaxation (yoga, meditation, auto-training);

3) training skills of self-control of behavior;

4) planning your own time;

5) ensuring sufficient duration of sleep;

6) cognitive therapy, etc.

At the organizational level, it is advisable to apply the following stress management measures:

1) regular monitoring and formation of an acceptable socio-psychological climate;

2) optimization of the organizational structure (distribution of duties, powers and responsibilities), carried out taking into account the abilities and capabilities of specific employees;

3) exclusion (if possible) of situations of role conflict;

5) enrichment of the content of the duties of employees;

6) compliance with sanitary and hygienic standards;

7) giving employees the opportunity to feel that they can influence the situation (give them the right to participate in making certain decisions, give them more authority in organizing their own workplace, planning their working time, etc.);

8) providing employees with regular feedback on the results of their work;

9) training of top and middle managers in conflict management, partnership communication skills;

Chapter 2 Toolkit Software

2.1 Problem, goal, tasks, object and subject of research

social problem: insufficient attention to managing the level of stress in the organization LLC "House of Fur".

2.2 Interpretation of the main concepts of the study

Theoretical interpretation concept of "expert".

Expert - highly qualified specialist, competent in some area.

Empirical interpretation concept of "expert".

Expert - highly qualified specialist, competent in the field of work with personnel.

Operational interpretation concept of "expert".

Indicators of the level of competence of a specialist in the field of work with personnel:

Conclusion

The purpose of the study was to study the methodological study of the effectiveness of the use of working time by managers, the development of recommendations for improving the efficiency of using working time.

The studied materials made it possible to determine that several methods can be used to assess the effectiveness of the use of the manager's working time, for example, self-photography of working time, questionnaires and oral surveys.

One of the tasks was to prepare recommendations for improving the efficiency of using the manager's working time. A plan of organizational and technical measures was drawn up to improve the use of working time by managers.

In particular, these are:

- planning of working hours;

- establishment and elimination of interference factors.

Thus, in conclusion of the work, I would like to note the following: the work of the leader must be clearly regulated and must comply with the basic norms and rules.

Optimization of the manager's work is based on the study and analysis of the duration of the performance of certain professional duties. After collecting the initial information about the activities performed, it is necessary to look for ways to eliminate the "eaters" of time.

List of sources used

Attachment 1

Questionnaire forrespondents

Dear respondents!

You are an expert in the organization of personnel planning at Dom Mekha LLC.

Please fill out this questionnaire.

1. Are you satisfied with the psychological climate in the team?

1) Yes;

2) No;

3) I find it difficult to answer.

2. In your opinion, how often do conflicts occur in the organization?

1) Yes;

2) No;

3) I find it difficult to answer.

3. Do you often take part in conflicts?

1) Yes;

2) No