STRESS MANAGEMENT

I.

Our Business:

II.

ANU: ADVANCE AND UNIQUE TECHNOLOGY COMPANY

Background:

ANU is the technology company that has the major development is

smartphones. (PT Phone)

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ANU has 3 facilities all over Vietnam from north to south. 

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The major competitor of ANU PT Phone is Huawei technology

company.

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Our company is stronger in marketing and price market, here we used

3 main strategies:

In the first years we entered the price market, sold the produced with
the lowest price but instead we can make our brand bigger and closer
with the customer, then the next year we used the second strategy of
releasing 2 products with the high price then lower the price of an old
model. After a few months we began to lower the price of the newest
model.

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 Our newest product can be waterproof and a 4K camera can be used
in dark with a slide screen can split the screen into two with the AI
support, and strong connect Bluetooth and wifi. 

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Come with our smartphone is accessories like: wireless headphone

wireless charge, with the new wireless charge you can place it
everywhere in your house in a range 5 meters.

There are 3 major jobs of our company: developer, marketer and

financial.

Our biggest OB challenges:

Misunderstanding: It is usually found difficult in work on a group. Each

individual has their own ideas about the project, but there are some
inappropriate ideas, or individuals do not understand, misunderstand
each other's ideas when implementing the plan due to the presentation
of ideas that are not specific and clear.

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Helping Employees Balance Work-Life Conflicts

The important components of good performance within these jobs for

our company success:

Material Sources: We have been able to find raw materials that are
reasonably priced and of good quality, ensuring the standards of raw
material the company has set by cooperating with Indian companies.
Since then the product quality is also guaranteed, requiring products
produced to meet the standards of the company
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Goal setting: At a time when many users were responding to the lag
of the newly launched operating system, the company set out to
improve and upgrade new software quickly in May. In the company,
they are very productive, offering creative options. The goals from
small to large were completed on time and the company succeeded in
producing new software that improved the bug compared to the
original.

Introduction of Stress:
Stress is normally an unavoidable part of everyone’s life living in this world. It
portrays a negative notion that can have an impact on one’s mental and
physical well-being. This paper is aimed at helping members to understand
the signs of stress and to develop strategies to deal with it, as well as building
up their own personal resilience. This study provides practical advice on how
to manage stress in the workplace. This paper implies Work-related stress
occurs when there is a mismatch between the demands of the job and the
resources and capabilities of the individual worker to meet those demands.
Subjective and self reported evaluations of stress are just as valid as
‘objective’ data, such as statistics on accidents or absenteeism. It is intended
that employers, managers and trade union representatives use this booklet as
part of an initiative to educate on the management of work stress. Discussed
are the nature of stress at work, the causes and effects of stress, as well as
prevention strategies. Also discussed are the roles of the organizational
culture in this process and the resources to be drawn upon for managing work
stress.

Successful employers and managers provide leadership in dealing with the

challenge of work stress”. Stress is a state of mind or an illness. Stress is the
way human beings react both physically and mentally to changes, events, and
in their lives. Another word for stress is tension or anxiety. ’Stress occurs
where demands made on individuals do not match the resources available or
meet the individual’s needs and motivation. Stress will be the result if the
workload is too large for the number of workers and time available. When
someone experiences stress, there are many different symptoms and
repercussions. Depending on the level and frequency of stress, some of these
symptoms can become serious and cause many problems. Stress affects
people both mentally and physically. The heart rate increases, headaches can
develop, and often people become irritated much more easily. Individuals who
work in high stress or dangerous jobs as well as those who are employed at a
place where there is a high pressure environment are often prone to
experiencing stress. Work environment, coworker relations, and customer
pressures can all contribute to stress at work. 
Understanding how to manage, minimize, and deal with stress can help
people feel more relaxed and react when stressful situations as they arise.
People experience stress in different ways and for different reasons. The
reaction is based on your perception of an event or situation. The adverse
reaction people have to excessive pressures or other types of demand placed
on them. Workers who are stressed are also more likely to be unhealthy,
poorly motivated, less productive and less safe at work. 

Their organizations are less likely to be successful in a competitive market.

Employers cannot usually protect workers from stress arising outside of work,
but they can protect them from stress that arises through work. Stress at work
can be a real problem to the organization as well as for its workers. While you
can’t avoid stress, you can learn to manage it and develop skills to cope with
the events or situations you find stressful. Good management and good work
organization are the best forms of stress prevention. If employees are already
stressed, their managers should be aware of it and know how to help.
Organizational culture is one of the key factors in determining how successful
an organization will be in managing work stress. Organizational culture is
reflected in the attitudes of staff, their shared beliefs about the organization,
their shared value systems and common and approved ways of behaving at
work. Organizational culture also concerns how problems are predictable and
solved. It can affect what is experienced as stressful, how that experience
translates into health difficulties, how both stress and health are reported and
how the organization responds to such reports. Employers, managers and
trade union representatives must therefore become aware of the culture of an
organization, and explore it in relation to the management of work stress. If
necessary, these parties must engage in culture change activities as an
important aspect of improving the management of stress at work. Work
related stress is the response people may have when presented with work
demands and pressures that are not matched to their knowledge and abilities
and which challenge their ability to cope. Stress occurs in a wide range of
work circumstances but is often made worse when employees feel they have
little support from supervisors and colleagues and where they have little
control over work or how they can cope with its demands and pressures.

 II. Difference between Pressure & Tension Pressure

It can put you in stress but not all the time and mostly comes from external
behaviors such as having an overload of tasks, managers need you for
alternative tasks, someone your supports and so on.

Stress can be pressure converted to stress and it’s what you deal with
internally that affects your feelings as motivation, no one cares about your
tasks, no one supports you, no time management, be nervous, someone
makes you mad and so on. 

Pressure is being overloaded or having a time deadline accompanied with lots

of work. Stress is that negative energy that controls you and convinces you
that you aren't going to achieve your work within that deadline you have. 
The main causes of work related pressure and stress were:
 • Lack of management support 
• Work related violence and harassment 

III. Model of Work Stress 

Work-related stress is thus understood to occur when there is a mismatch

between the demands of the job and the resources and capabilities of the
individual worker to meet those demands. This definition emphasizes the
relationship between individuals and their working environment, and helps to
explain why a situation that one person regards as a stimulating challenge
causes another to experience a damaging degree of stress. A recent report by
the National Association of Mental Health confirms that the individual worker’s
‘personality and coping strategy’ can have direct, moderating or perceptual
effects on stress outcomes. 

For example, an extroverted person might find a socially isolating job more
stressful than an introverted person, who conversely, might find a job with
greater levels of social interaction more difficult and stressful. Moreover, a
worker’s past experience, individual characteristics and personal resources
appear to influence how she or he interprets and manages the specific
conditions and demands of the job. The National Association of Mental Health
report also draws a major distinction between stress and pressure. Pressure
is defined as a subjective feeling of tension or arousal that is triggered by a
potentially stressful situation. Because it stimulates mental alertness and
motivation, pressure may have a positive impact on employee performance
and satisfaction. However, when this pressure becomes extreme, persistent
and unrelieved, it may lead to irritability, fear, frustration, aggression and
stress, and may even contribute to a variety of short or long term physical and
mental illnesses. When pressure exceeds an individual’s ability to cope, the
result is stress. We have identified six categories of potential stressors . It
should be noted that in this model a further, seventh driver of stress is
identified culture which is not identified as an explicit stressor but we describe
‘the culture of the organization and how it approaches and manages work-
related stress when it arises’. 

a) Demands: This includes factors intrinsic to the job such as working

conditions (for example noise, temperature, lighting or ventilation), shift work,
long or unsociable hours, workload. 

b) Control How much say and autonomy a person has over the way in which
he carries out his job; low levels of job control are typically linked to high
levels of stress. 

c) Relationships Relationships with superiors, subordinates and colleagues

can all play a part in an individual’s stress levels; low levels of trust and
support are likely to increase stress. Also, conflict, harassment and bullying in
the workplace are all linked to heightened stress.

d) Change The way in which change is introduced, managed and

communicated to staff can impact on levels of stress, as unnecessary or badly
planned change results in excess pressure on workers. 
e) Role Stress may be triggered when an individual does not have a clear
understanding of his role within the organization, when there is conflict
between roles or ambiguity with regards to position and degree of
responsibility over others.
f) Support The amount of support and job training available, as well as
encouragement, sponsorship and resources provided by colleagues and
management.

IV. Causes of Work Stress 

Excessive and otherwise uncontrollable demands and pressures can be
caused by poor work design, poor management and unsatisfactory working
conditions. Similarly, these things can result in workers not receiving sufficient
support from others or not having enough control over their work and its
pressures. Most of the causes of work stress concern the way work is
designed and the way in which organizations are managed. Because these
aspects of work have the potential for causing harm, they are called ‘stress
related hazards’. The literature on stress generally recognizes nine categories
of stress-related hazards and that are listed below: 

1) Job Content  
Uninteresting, under-stimulating, meaningless tasks  
Lack of variety  
Unpleasant tasks 
2) Workload and Work Place  
Having too much or too little to do  
Working under time pressures 

3) Working Hours  
Strict and inflexible working schedules  
Long and unsocial hours  
Unpredictable working hours

4) Participation and Control  

Lack of participation in decision making 
Lack of control (for example, over work methods, work pace, working hours
and the work environment) 

5) Career Development, Status and Pay  

Job insecurity  
Lack of promotion prospects  
Under-promotion or over-promotion  
Unclear or unfair performance evaluation systems  
Being over-skilled or under-skilled for the job 

6) Role in the Organization  

Unclear role  
Conflicting roles within the same job  
Responsibility for people  
Continuously dealing with other people and their problems 
7) Interpersonal Relationships  
Inadequate, inconsiderate or unsupportive supervision  
Poor relationships with co-workers  
Harassment and violence  
Isolated or solitary work  
No agreed procedures for dealing with problems or complaints 

8) Organizational Culture  
Poor communication  
Poor leadership  
Lack of clarity about organizational objectives and structure
9) Home-Work Interface  
Conflicting demands of work and home  
Lack of support for domestic problems at work  
Lack of support for work problems at home 

V. Effects of Work Stress on Individuals

1) Physical  
Sleep disturbances  Headaches  Gastrointestinal upset  Raised blood
pressure/cardiovascular disease 

2) Emotional  
Anxiety and irritability  Depression 
3) Intellectual  
Loss of concentration  
Lack of motivation  
Difficulty with thought process  
Loss of memory 
Poor decision-making

4) Behavioral  
Substance (including alcohol) misuse  
Decreased libido  
Inappropriate display of behavior  
Segregation  
Unpunctuality 

VI. Effects of Work Stress on Organizations 

 
Where the stress is not identified and dealt with promptly, it soon impacts on
the organization and society. The organizational consequences of stress can
have a massive negative impact on the organization, in a wide variety of
areas. This post covers some of the more common organizational
consequences of stress . 

a) High Staff Turnover & Recruitment Costs 

This is, perhaps, the most common of the organizational consequences of
stress. Stressed employees do not tend to enjoy their working environment.
While some may have the confidence to seek their employer’s help in
combating the stress, others may feel they have no option but to leave the
organization and remove them from the stressful situation; sometimes as a
result of medical advice. Also, employees who seek help may not receive the
help they require and so choose to leave the organization. Unfortunately,
many organizations make no attempt to ascertain the true reason for an
employee’s resignation and so never realize that their organization has an
issue with stress. 
b) High Absenteeism and Presenteeism Levels Stressed individuals tend to
experience more illness and so take more time off due to illness. Absenteeism
can also be the result of staff feeling that they simply cannot cope with going
into work so they attempt to escape the stressful situation by remaining in the
safety of their own home. In many instances, these staff will make it into work
but will be unable to contribute much. They are physically present but
psychologically they are elsewhere. This is referred to as Presenteeism.
These factors are usually just attributed to poor discipline on the employee’s
part. Where organizations recognize absenteeism and presenteeism as
organizational consequences of stress, they are able to take corrective action,
to the benefit of both staff and the organization, before things escalate out of
control. 

c) Reduced Productivity Levels As exposure to stress is prolonged and

chronic fatigue kicks in, it becomes more difficult for the employee to work to
an optimum level. As fatigue sets in, concentration and motivation levels drop.
This leads to mistakes creeping into their work. It also takes longer to
complete tasks. The quantity and quality of the employee’s work begins to
suffer. This lowers the productivity levels of the company. 
d) Increased Health and Safety Issues This is more common in workplaces
which are more manual in nature. Employees tend to take more risks and
suffer poorer concentration when they are stressed. This combination is a
recipe for increased accidents which in turn increase litigation, insurance and
medical costs for the organization. 

e) Litigation Organizations have a legal obligation to provide a safe and

healthy workplace for their employees. This can include adequate training,
safe work practices, and a workplace free from favoritism and harassment.
Where an employee experiences stress due to the organization failing to meet
its legal obligations; the employee may seek a legal remedy. This may result
in costly legal proceedings and damage to the organizations reputation. Of all
the organizational consequences of stress, the one which best motivates
organizations to take action is the threat of litigation. 

f) Reputational Damage 
The reputation of the organization is damaged by the culture of stress which
can develop as a result of the failure to manage stress at both an
organizational and individual level. It doesn’t take long for a company to
develop such a reputation; though it can take a long time to lose this
reputation. With reduced productivity levels and the decreased performance
of staff a culture of poor customer service can develop. 

g) Increased Training Costs 

As a result of higher staff turnover, more induction courses are required. The
organization may also have to spend more on interpersonal skills, health and
safety and stress management training. 

VII. Prevention of Work-Stress

There are a number of ways by which the risk of work stress can be reduced.
These include : 

Primary Prevention Secondary Prevention Third Prevention

Work and environmental Worker education and Developing more
design, training sensitive and
Organizational and responsive
management management systems
development and enhanced
occupational health
provision.

How to manage stress that effect on your employees experience?

 
First– Identify Potential Work-Related Stress Hazards 
+Participate in processes to gather information about work related stress
hazards. 
+Report work related stress hazards to your employer and encourage your
colleagues to do the same. 
Second – Assess The Work-Related Stress Risks 
+Indicating when, how often and over what period of time work related stress
risk occurs. 
+Describing how work related stress could affect or harm your health. 

Third – Control The Work-Related Stress Hazards And Risks 

+Contribute ideas on ways to control work related stress hazards & risks in
the workplace 
+With the help of discussion about how actions to control risks can be
implemented in the workplace . 

Finally – Implement Continuous Improvement 

+Report the effectiveness of those measures to the management.  
+Contribute ideas on how to improve effectiveness. 
+Report any new risk that the workplace or work changes may be generated. 

IX. Resources for Managing Work Stress  

Limit on-duty work hours to no more than 12 hours per day.  Rotate work from
high-stress to lower stress functions.  Rotate work from the scene to routine
assignments, as practicable.  Use counseling assistance programs available
through your agency.  Drink plenty of water, and eat healthy snacks such as
fresh fruit, whole grain breads, and other energy foods. Take frequent, brief
breaks from the scene, as practicable.  Talk about your emotions to process
what you have seen and done.  Stay in touch with your family and friends. 
Participate in memorials and rituals, and use of symbols as a way to express
feelings.  Pair up with another responder so that you may monitor one
another’s stress. 

X. Coping with Work Stress in Today’s Uncertain Climate For workers

everywhere, the economy may feel like an emotional roller coaster. "Layoffs"
and "budget cuts" are common in the workplace, and the result is increased
fear, uncertainty, and higher levels of stress. In this difficult economy, we may
find it harder than ever to cope with the challenges of the job. Both the stress
we take with us when we go to work and the stress that awaits us in the
workplace are now on the rise – and employers, managers, and workers are
all feeling the added pressure. The ability to manage stress in the workplace
can make the difference between success and failure on the job. Our
emotions are contagious, and stress has an impact on the quality of our
interactions with others. The better we are at managing your own stress, the
more we will positively affect those around us and the less other people’s
stress will negatively affect us. When people feel overwhelmed, they lose
confidence and become irritable or withdrawn, making them less productive
and effective and their work less rewarding as well as impacting negatively on
their personal relationships . If the warning signs of work stress go
unattended, they can lead to bigger problems. Beyond interfering with job
performance and satisfaction, chronic or intense stress can also lead to
physical and emotional health problems. When stress is interfering with our
ability to work, maintain self care, or manage our personal life, it’s time to take
action. Start by paying attention to our physical and emotional health. When
our own needs are taken care of, we become stronger and more resilient to
stress. The better we feel, the better equipped we will be to manage our
stress, and that of others, without becoming overwhelmed. Your emotions are
infectious, and stress has an impact on the quality of your interactions with
others. The better you are at managing your own stress, the more you'll
positively affect those around you, and the less other people's stress will
negatively affect you. There are a variety of steps you can take to reduce both
your overall stress levels and the stress you find on the job and in the
workplace. These include:  Taking responsibility for improving your physical
and emotional well-being.  Avoiding pitfalls by identifying knee jerk habits and
negative attitudes that add to the stress you experience at work.  Learning
better communication skills to ease and improve your relationships with
management and coworkers. 

XI. Some Tips of Stress Management 

Managing time- Distinguish between urgent tasks (unplanned demands) and
important tasks (those that give you the best return for the investment of your
time). 
Managing workload
- Plan ahead, to better manage ‘peaks’ and ‘troughs’. 
Managing change- Be prepared – keep up to speed with what is happening,
read around the subject and ask lots of questions before the change occurs. 
Managing people & conflict- Avoid aggressive (fight) and submissive (flight)
behavior which will add to your stress. Aim for ‘win/win’ agreements wherever
possible. Managing yourself- Don’t be afraid to talk to others and seek advice.

XII. Conclusion 
Work stress is a real challenge for workers and their employing organizations.
It is the intention of this report to educate on the damaging effects of
workplace stress, and increase awareness of the pervasive nature of this
problem. A culture of stress can soon develop with many damaging
consequences for the organization. Where such a culture has developed
there is no quick fix solution for the organization. The organizational
consequences of stress are best avoided by adopting a stress management
culture in the organization requiring the ‘buy-in’ of both management and staff.
It is hoped that this knowledge will motivate organizations to explore the
stressors that are present in their own work environments, and to take steps
to reduce and/or prevent stress in the workplace, thereby working to maintain
the health and wellbeing of employees. Organizational approaches coupled
with individual strategies are the most effective way to address job stress. 

  
The questions in this scale ask our employees about their feelings and
thoughts during the last month. In each case, the whole organization will be
asked to indicate by circling how often they felt or thought in a certain way. 
 PERCEIVED STRESS SCALE 

Name
____________________________________________________________ 
Date ______________ Age ________ Gender (Circle): M F Other
_____________________________________ 

0 = Never 1 = Almost Never 2 = Sometimes 3 = Fairly Often 4 = Very Often 

0->4

1.In the last month, how often have you been upset because of
something that happened unexpectedly?

2.In the last month, how often have you felt that you were unable to
control the important things in your life?

3. In the last month, how often have you felt nervous and “stressed”?

4. In the last month, how often have you felt confident about your ability
to handle your personal problems?

5. In the last month, how often have you felt that things were going your
way?

6. In the last month, how often have you found that you could not cope
with all the things that you had to do?

7. In the last month, how often have you been able to control irritations
in your life?

8. In the last month, how often have you felt that you were on top of
things?

9. In the last month, how often have you been angered because of
things that were outside of your control?

10. In the last month, how often have you felt difficulties were piling up
so high that you could not overcome them?