Ch 2 - Managing Stress and Well-Being Flashcards

1
Q

Arguments

A

An activity that is both low in importance and low in urgency

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2
Q

Customer complaints

A

An example of an activity that is high in urgency and high in importance.

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3
Q

Planning

A

An activity that is low in urgency and high in importance.

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4
Q

A ringing telephone

A

An example of an activity that is high in urgency and low in importance.

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5
Q

Relaxation techniques

A

Relaxation techniques

Imagery and fantasy: Use visualization to change the focus of one’s thoughts. It involves the recollections of sounds, smells, and textures.

Muscle relaxation: A temporary stress-reduction techniques involves easing the tension in successive muscle groups. Each muscle group is tightened for 5–10 seconds and then completely relaxed, starting in the feet and progressing up the body.

Deep breathing: Done by taking several successive slow, deep breaths, holding them for 5 seconds, and exhaling completely.

The rehearsal technique: A relaxation technique of trying out stressful scenarios and alternative reactions.

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6
Q

The rehearsal technique

A

The rehearsal technique: A relaxation technique of trying out stressful scenarios and alternative reactions.

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7
Q

Imagery and fantasy

A

Imagery and fantasy: A relaxation technique. Use visualization to change the focus of one’s thoughts. It involves the recollections of sounds, smells, and textures.

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8
Q

Muscle relaxation

A

Muscle relaxation: A temporary stress-reduction techniques involves easing the tension in successive muscle groups. Each muscle group is tightened for 5–10 seconds and then completely relaxed, starting in the feet and progressing up the body.

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9
Q

Deep breathing

A

Deep breathing: Done by taking several successive slow, deep breaths, holding them for 5 seconds, and exhaling completely.

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10
Q

Stress management strategies

A

Manage stress
Reactive strategy: A method for managing stress that copes with the stressors immediately, temporarily reducing their effects.
Proactive strategy: A method for managing stress that initiates action in order to resist the negative effects of stress.
Enactive strategy: A method for managing stress that creates a new environment by eliminating stressors.

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11
Q

Reactive strategy

A

Reactive strategy: A method for managing stress that copes with the stressors immediately, temporarily reducing their effects.

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12
Q

Proactive strategy

A

Proactive strategy: A method for managing stress that initiates action in order to resist the negative effects of stress.

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13
Q

Enactive strategy

A

Enactive strategy: A method for managing stress that creates a new environment by eliminating stressors.

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14
Q

Ways to redesign work

A

Ways to redesign work

Task identify: Assembling an entire component from start to finish, rather than doing separate tasks as on an assembly line

Skill variety: The opportunity to use multiple skills in performing work.

Task significance: The opportunity to see the impact of the work being performed.

Autonomy: The opportunity to choose how and when the work will be done.

Feedback: The opportunity to receive information on the success of task accomplishment

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15
Q

Task identify

A

Task identify: Assembling an entire component from start to finish, rather than doing separate tasks as on an assembly line

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16
Q

Skill variety

A

Skill variety: The opportunity to use multiple skills in performing work.

17
Q

Task significance

A

Task significance: The opportunity to see the impact of the work being performed.

18
Q

Autonomy

A

Autonomy: The opportunity to choose how and when the work will be done.

19
Q

Stressors

A

Stressors

Anticipatory stressors: They stem from the anxious expectation of unfamiliar, uncertain, or disagreeable events. Include unpleasant things that have not yet happened, but might happen. Ex) XXXXX
Setting goals is an effective way to eliminate an anticipatory stressor.

Situational stressors: They arise from an individual’s environment or circumstances, such as unfavorable working conditions. Ex) Unfavorable working conditions, Rapid change.
Work redesign eliminates a situational stressor.

Encounter stressors: They result from interpersonal conflict. Ex) Role conflict
Emotional intelligence eliminates an encounter stressor.

Time stressors: They are generally caused by having too much to do in too little time.
Delegation eliminates a time stressor. Ex) Work overload

20
Q

Anticipatory stressors

A

Anticipatory stressors: They stem from the anxious expectation of unfamiliar, uncertain, or disagreeable events. Include unpleasant things that have not yet happened, but might happen. Ex) XXXXX

Setting goals is an effective way to eliminate an anticipatory stressor.

21
Q

Situational stressors

A

Situational stressors: They arise from an individual’s environment or circumstances, such as unfavorable working conditions. Ex) Unfavorable working conditions, Rapid change.

Work redesign eliminates a situational stressor.

22
Q

Encounter stressors

A

Encounter stressors: They result from interpersonal conflict. Ex) Role conflict

Emotional intelligence eliminates an encounter stressor.

23
Q

Time stressors

A

Time stressors: They are generally caused by having too much to do in too little time.

Delegation eliminates a time stressor. Ex) Work overload

24
Q

Life balance

A

Life balance: The development of resilience in all areas of one’s life in order to handle stress than cannot be eliminated

25
Q

Resiliency

A

Resiliency: One’s capacity to cope with stress.

Includes:
Psychological
Social
Wellbeing

26
Q

Reframing

A

Reframing: A stress-reduction technique of redefining a situation as manageable.

27
Q

A stressor

A

A stressor: A stimulus that can cause physiological and psychological reactions in individuals.

Includes:
Anticipatory
Encounter
Time
Situational
28
Q

Model of Force Field Analysis

A

An individual’s current level of functioning can be defined by the forces of stressors on one side and the forces of coping mechanisms on the other side.

Stressors have driving forces
Coping mechanisms have restraining forces

29
Q

Reactions to stress

A

Physiological and psychological reactions

30
Q

Four key sources of stress

A

Time stressors

  • Work overload
  • Lack of control

Encounter stressors

  • Role conflicts
  • Issue conflicts
  • actions conflicts

Situational stressors

  • Unfavourable working conditions
  • Rapid change

Anticipatory stressors

  • Unpleasant expectations
  • Fear
31
Q

Management strategies for Time stressors

A

Effective time management

Efficient time management

32
Q

Management strategies for Encounter stressors

A

Building community

Contributing

Emotional and social intelligence

33
Q

Management strategies for Situational stressors

A

Work redesign

34
Q

Management strategies for Anticipatory stressors

A

Goal setting

Small wins

35
Q

Determining time use

A

Consider urgency and importance

High urgency and importance

  • crises
  • customers complaints
Low urgency and importance
- escapes
- routines
arguments
> delegate these whenever able
High importance, but low urgency
- developmental opportunities
- innovating
- planning
> focus on scheduling time for these

High urgency, but low importance

  • emails or texts
  • ringing telephones
  • unscheduled interruptions
36
Q

Building community

A

An important factor in eliminating encounter stress. Feeling part of a closely-knit community or accepted by someone else is a stress reliever.

37
Q

Contributing

A

People set two types of goals: achievement goals and contribution goals. Setting contributions goals lead to more learning and development, higher levels of interpersonal trust, more supportive relationships, and less stress

38
Q

Emotional and social intelligence

A

Being able to recognize and control one’s own emotions (personal) and recognize and respond appropriately to the emotions of others (social) helps people manage their stress.

39
Q

Combine tasks

A

When individuals are able to work on a whole project and perform a variety of related tasks, rather than being restricted to one, they are more satisfied and committed.