General understanding of stress tolerance

Coping with work stress in today’s uncertain climate

For workers everywhere, the troubled economy may feel like an emotional roller coaster. "Layoffs" and "budget cuts" have become bywords in the workplace, and the result is increased fear, uncertainty, and higher levels of stress. Since job and workplace stress increase in times of economic crisis, it’s important to learn new and better ways of coping with the pressure.

Your emotions are contagious, 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. [11]

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.

It's in a manager's best interest to keep stress levels in the workplace to a minimum. Managers can act as positive role models, especially in times of high stress, by following the tips outlined in this article. If a respected manager can remain calm in stressful work situations, it is much easier for his or her employees to also remain calm.

Additionally, there are a number of organizational changes that managers and employers can make to reduce workplace stress.

These include:

Improve communication

• Share information with employees to reduce uncertainty about their jobs and futures.
• Clearly define employees’ roles and responsibilities.
• Make communication friendly and efficient, not mean-spirited or petty.

Consult your employees

• Give workers opportunities to participate in decisions that affect their jobs.
• Consult employees about scheduling and work rules.
• Be sure the workload is suitable to employees’ abilities and resources; avoid unrealistic deadlines.
• Show that individual workers are valued.
• Offer rewards and incentives.
• Praise good work performance, both verbally and officially, through schemes such as Employee of the Month.
• Provide opportunities for career development.
• Promote an “entrepreneurial” work climate that gives employees more control over their work.

Cultivate a friendly social climate

• Provide opportunities for social interaction among employees.
• Establish a zero-tolerance policy for harassment.
• Make management actions consistent with organizational values.

 

PART TWO. PRACTICAL APPLICATION OF KNOWLEDGE ABOUT DESCRIPTION AND WORK PLACE

2.1 Job description of Director of marketing.

Job Summary

Responsible for planning, development and implementation of all of the Organization’s marketing strategies, marketing communications, and public relations activities, both external and internal. Oversees development and implementation of support materials and services for chapters in the area of marketing, communications and public relations. Directs the efforts of the marketing, communications and public relations staff and coordinates at the strategic and tactical levels with the other functions of the Organization.

 Primary Relationships

The position reports to the Executive Director and serves as a member of the senior management team.

This position participates with the Board of Directors, Executive Director and other management staff in charting the direction of the Organization, assuring its accountability to all constituencies, and ensuring its effective operation.

Within the Organization, the position has primary working relationships with the

Executive Director, senior management team, staff of the Marketing function, and the service providers.

Outside the agency, the position coordinates, primarily, with the media.

Principle Accountabilities

Marketing, communications and public relations

1. Responsible for creating, implementing and measuring the success of:

• a comprehensive marketing, communications and public relations program that

will enhance the Organization’s image and position within the marketplace and

the general public, and facilitate internal and external communications; and,

• all Organization marketing, communications and public relations activities and

materials including publications, media relations, client acquisition and so forth.

2. Ensure articulation of Organization’s desired image and position, assure consistent communication of image and position throughout the Organization, and assure communication of image and position to all constituencies, both internal and external.

3. Responsible for editorial direction, design, production and distribution of all Organization publications.

4. Coordinate media interest in the Organization and ensure regular contact with target media and appropriate response to media requests.

5. Act as the Organization’s representative with the media.

6. Coordinate the appearance of all Organization print and electronic materials such as letterhead, use of logo, brochures, etc.

7. Develop, coordinate and oversee programs, technical assistance and resource materials to assist chapters in the marketing, communications and positioning of their activities. [15]

8. Provide counsel to chapters on marketing, communications and public relations.

9. Ensure that the Organization regularly conducts relevant market research and coordinate and oversee this activity. Monitor trends.

10. Leads projects as assigned, such as cause-related marketing and special events.

Planning and budgeting

1. Responsible for the achievement of marketing/communications/public relations mission, goals and financial objectives. Ensure that evaluation systems are in place related to these goals and objectives and report progress to the Executive Director and Board.

2. Develop short- and long-term plans and budgets for the marketing/communications/ public relations program and its activities, monitor progress, assure adherence and evaluate performance.

3. Recommend short- and long-term Organization goals and objectives to the Executive Director.

4. Develop, implement and monitor systems and procedures necessary to the smooth operation of the marketing/communications/public relations function.

5. Keep informed of developments in the fields of marketing, communications and public relations, not-for-profit management and governance, [and the specific business of the Organization and use this information to help the Organization operate with initiative and innovation.

Organizational strategy

1. Work with senior staff, other staff and volunteers to:

• develop and maintain a strategic perspective -- based on marketplace and constituent needs and satisfaction -- in organizational direction, program and services, and decision-making; and,

• ensure the overall health and vitality of the Organization.

2. Help make sure that the Organization’s philosophy, mission and vision are pertinent and practiced throughout the organization.

3. Develop and coordinate means to seek regular input from the Organization’s key constituencies regarding the quality of programs and services and the Organization’s relevance.

4. Help formulate and administer policies to ensure the integrity of the Organization.

5. Act as an internal consultant to bring attention and solutions to institutional priorities.

Managing

1. Maintain a climate that attracts, retains and motivates top quality personnel, both paid and volunteer.

2. Recruit, train, appraise, supervise, support, develop, promote and guide qualified

personnel, both paid and volunteer.

3. Ensure effective management within the marketing, communications and public relations function, with provision for succession.

4. Design, support and oversee cross-functional teams throughout the Organization.

5. Effectively enable volunteers and staff so they can take action on behalf of the

Organization by:

a) transmitting the Organization’s values, vision and direction;

b) engaging people in the meaning of the Organization;

c) respecting and using the skills, expertise, experience and insights of people;

d) providing direction and resources, removing barriers and helping develop people’s

skills; articulating expectations and clarifying roles and relationships;

e) communicating which includes helping people transform information into

knowledge and learning;

f) encouraging people to question organizational assumptions and ask strategic

questions; ensuring quality decision-making;

g) anticipating conflicts and facilitating resolution;

h) engaging people in process as well as tasks; encouraging people use their power,

i) practice their authority, and accept their responsibility;

j) modeling behavior; and

k) coaching people to success.

Qualifications

Required:

• Demonstrated skills, knowledge and experience in the design and execution of marketing, communications and public relations activities.

• Strong creative, strategic, analytical, organizational and personal sales skills.

• Experience developing and managing budgets, and hiring, training, developing, supervising and appraising personnel.

• Demonstrated successful experience writing press releases, making presentations and negotiating with media.

• Experience overseeing the design and production of print materials and publications.

• Computer literacy in word processing, data base management and page layout.

• Commitment to working with shared leadership and in cross-functional teams.

• Strong oral and written communications skills.

• Ability to manage multiple projects at a time.

• Out-of-town, overnight travel is required.

Other:

• Minimum of 5 years’ experience in marketing, communications or public relations with demonstrated success, preferably in the not-for-profit or association sector.

• Bachelor’s degree in journalism, marketing, public relations preferred. Graduate degree in a related field is desirable.

• Experience working with volunteers is desirable.

• Membership in IABC (International Association of Business Communicators) and IABC accreditation are desirable. [12]

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2.2 Office design for Director of Marketing with explanation and justification

Define job design. How has management viewed job design since industrial revolution?

What is "job design"?

Job design refers to the way that a set of tasks, or an entire job, is organized. Job design helps to determine:

- what tasks are done,

- how the tasks are done,

- how many tasks are done, and

- in what order the tasks are done.

It takes into account all factors which affect the work, and organizes the content and tasks so that the whole job is less likely to be a risk to the employee. Job design involves administrative areas such as:

 -job rotation,

 -job enlargement,

 -task/machine pacing,

 -work breaks, and

 -working hours.

A well designed job will encourage a variety of 'good' body positions, have reasonable strength requirements, require a reasonable amount of mental activity, and help foster feelings of achievement and self-esteem. [13]

Good job design:

Employees should have the option to vary activities according to personal needs, work habits, and the circumstances in the workplace:

- gives employees a sense of accomplishment.

 -includes training so employees know what tasks to do and how to do them properly.

 -provides good work/rest schedules.

 -allows for an adjustment period for physically demanding jobs.

 -provides feedback to the employees about their performance.

 -minimizes energy expenditure and force requirements.

 -balances static and dynamic work.

Job design is an ongoing process. The goal is to make adjustments as conditions or tasks change within the workplace.

Explanations

According to statistics, most of the time citizens spend at work, so it is very important how comfortable they feel in the situation of the labor of the day. The author of this project sought to create a cozy and with tuning a working mood office interior.

In general, office interior is decorated on the contrast. The walls are decorated with plaster light beige color. The furniture is mostly in the color turquoise. At the reception in addition to use and more warm tone of wood - walnut (floor and wall, veneered).

Interior Office of the Director of Marketing for all its solidity has a cozy atmosphere. Furniture, floor and even baguettes, which are decorated in posters, a united ensemble through general hue. A large window provides a good amount of light as artificial sources are ceiling lights and table lamps. Under the rather massive cornice framing the perimeter ceiling lights built. It performs more decorative function - in tandem with a white cloth tension it creates a sense of weightlessness, the ceiling plane.

In typical office scheme and style resolved conference room. It used decorative elements - accents are unusual hours and floral arrangements, paintings and chandeliers. Serious situation room as the worker has to communicate, as in the whole interior of the office.

 

 

 

 

 

 

 

CONCLUSION

During the analysis of the scientific and methodological literature parse basic characteristics of stress and stress resistance. In the logic of this work based on the definition of stress, this David Allen [1] whereby stress - "a state of psychic tension that occurs in a person's normal course of business in the most complex and difficult conditions, both in everyday life and in special circumstances."

Stress resistance by McGee-Cooper [4]- a "property of the individual, providing a harmonious relationship between all the components of mental activity in the emotional situation, and thus to contribute to the successful implementation of the activities."

Diagnosis stressful situation is carried out using techniques to determine the actual level of stress, the severity of mental stress and anxiety, techniques to help predict human behavior in extreme conditions, methods for identifying the negative effects of distress, diagnostic techniques work stressors, methods that reveal stress resources person.

In a world dominated by a high demand for healthy and active managers. Life requires us to complete and return a "high speed" activity, and it happens sometimes so that the body gets tired to adjust to a life that every day requires more and more. Either, and so the tension is exacerbated unpleasant moments at work, in the family, socializing with friends. These situations need to be ready to greet them with a strong mentality and correct training. The aim of our study was to determine the value and effectiveness of group training in stress management organizations and drawing conclusions. From the above reasons, the conclusion is composed specifically for the benefit of training, since it is at least a new but already widely used method of psychological work with people. This method allows you to gently, and at the same time effectively to seek out the problem, carrying out a comprehensive analysis of the causes, find them and then have to work for their removal or resistance to them, and in consequence is working to mobilize the vital properties of the body. The method of training is different from the others in that it is conducted in a group and problem solving is conducted through collective efforts, which gives a large and immediate impact. Also stress training is working not only narrow direction to combat stress, but also psychological factors that make people weak in front of him. The study analyzed several principles and practices in the training group, all are sober assessment and in the output should indicate that the techniques used head of training are very diverse. The big difference from other methods of influence on the psychological state of the person is that group training does not require large power of physical and psychological costs and is an interesting and warm atmosphere, which is very favorably affect the psyche of one who train. The main thing is not to forget. That our psychological health is the most direct effect on our whole body.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References:

1. Allen, David (2002) Getting Things Done: The Art of Stress-Free Productivity. S&S Sound Ideas.
2. Carlson, R. (1998) Don’t Sweat the Small Stuff at Work: Simple Ways to Minimize Stress and Conflict While Bringing Out the Best in Yourself and Others. Publisher: Hyperion.
3. Loehr, James E. and McCormack, M. (1998). Stress for Success. Times Books. (Note for CARE readers: this book, while targeted to a corporate audience, is drawn from the world of sports and has valuable strategies and ideas that will translate well to CARE’s unique and often stressful environment.)
4. McGee-Cooper, A. Trammell, D. Lau, B. (1992) You Don’t Have to Go Home from Work Exhausted: A Program to Bring Joy, Energy and Balance to Your Life. Publishers: Bantam Doubleday Dell.
5. Morgenstern, Julie (2000) Time Management from the Inside Out: The Foolproof System for Taking Control of Your Schedule and Your Life. Publisher: Henry Holt
6. Newman, John E. (1992) How to Stay Calm, Cool and Collected When the Pressure Is On. Publisher: AMACOM. (Note to CARE readers: while this book directly addresses business people, there is nothing about it that is specific for business. It has been equally helpful to parents and to the previously unemployed.)
7. Wall, Bob. (1999). Working Relationships: The Simple Truth about Getting Along with Friends and Foes at Work. Davies-Black Pubs.
8. The Stress of Life, Hans Selye, New York: McGraw-Hill, 1956.
9. Koolhaas, J., et al. "Stress revisited: A critical evaluation of the stress concept." Neuroscience and Biobehavioral Reviews 35, 1291–1301, 2011.
10. www.drexelmed.edu/documents/pharmacology_physiology/clinks/gpharmhandouts/Adrenal%2520Steroids%2520Grad%2520Pharm%25202004.doc+cortisol+synthesized:site:.edu&hl=en&gl=ca&pid=bl&srcid=ADGEESiAqyJW2OGe1cmfb6-waOqyfkOCarFccQftB22AsbmLy0vZ6PcJeoDFZi1eJ59-hOJwmYYG1iqpPWipjyYL5n5HvIPMsmu974Jlz_n01DEqF9ElTXFbs_xTkJLLoqwVHMX3t7Cq&sig=AHIEtbTiUJxhId53GcDB111z4lNO4_RTc
11. Measurement of Cortisol: Introduction to the hypothalamic - pituitary - adrenocortical axis. Nancy A. Nicolson, 2007
12. Urban, Janice, et al. (2008). "Neuropeptide Y in the Amygdala Induces Long-Term Resilience to Stress-Induced Reductions in Social Responses But Not Hypothalamic–Adrenal–Pituitary Axis Activity or Hyperthermia" The Journal of Neuroscience, 28(4): 893–903; doi:10.1523/JNEUROSCI.0659-07.2008
13. Paul Susic MA Licensed Psychologist Ph.D Candidate. "Stress Management: What can you do?". St. Louis Psychologists and Counseling Information and Referral. Retrieved February 05, 2013.
14. Cannon, W. (1939). The Wisdom of the Body, 2nd ed., NY: Norton Pubs.
15. Selye, H (1950). "Stress and the general adaptation syndrome". Br. Med. J. 1 (4667): 1383–92. doi:10.1136/bmj.1.4667.1383. PMC 2038162. PMID 15426759.
16. Lazarus, R.S., & Folkman, S. (1984). Stress, Appraisal and Coping. New York: Springer.
17. Mills, R.C. (1995). Realizing Mental Health: Toward a new Psychology of Resiliency. Sulberger & Graham Publishing, Ltd. ISBN 0-945819-78-1
18. Sedgeman, J.A. (2005). Health Realization/Innate Health: Can a quiet mind and a positive feeling state be accessible over the lifespan without stress-relief techniques? Med. Sci. Monitor 11(12) HY47-52. [1]
19. Lehrer, Paul M.; David H. (FRW) Barlow, Robert L. Woolfolk, Wesley E. Sime (2007). Principles and Practice of Stress Management, Third Edition. pp. 46–47. ISBN 1-59385-000-X.
20. Dubbed “Destressitizers” by The Journal of the Canadian Medical Association.