STRESS AND WORK LIFE Flashcards

1
Q

body’s response to a certain physiological, environmental or psychological change.

A

Stress

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2
Q

Coined by Hans Selye which literally means “good stress”

A

Eustress

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3
Q

stress from being promoted or having/landing on a new job.

A

Eustress

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4
Q

Literally means “bad stress” that is experience through anxiety, sorrow or pain.

A

Distress

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5
Q

usually occurs in a short period of time that maybe caused by deadlines, work pressure, or minor accidents.

A

Stress

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6
Q

different types of stress according to its severity:

A

Acute Episodic

Chronic Stress

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7
Q

a more serious type of distress that occurs usually to people that are constantly exposed to a state or disorganization. They tend to be constantly late, worried, and under pressure.

A

Acute Episodic

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8
Q

considered to be the most serious type of distress for is exists for weeks, months, or even years. This due to poverty, illness, family and marital problems.

A

Chronic Stress

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9
Q

Individual Differences in Vulnerability to Stress

A

Social Support System
Physical Condition
Ability to Perform
Personality

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10
Q

involves one’s network within the society which includes his family, friends, neighbors, and other community extensions

A

Social Support System

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11
Q

people with better physical conditions may suffer fewer effects of stress than those who have poor physical condition.

A

Physical Condition

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12
Q

an individual’s perception about his ability and the difficulty of the task assigned to him/her may affect one’s vulnerability to stress.

A

Ability to Perform

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13
Q

personality types canals to be related to one’s ability to tolerates tress.

A

Personality

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14
Q

described to have a very high competitive spirit with a constant sense of urgency for almost everything.

A

type a personality

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15
Q

acts as the opposite of type A personality for they are more relaxed and calm.

A

type b personality

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16
Q

it involves that difficulty of tasks or jobs assigned to a particular employee.

A

Qualitative Overload

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17
Q

refers to the number of tasks or jobs assigned for an individual.

A

Quantitative Overload

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18
Q

the overall design of an individual’s job which includes the working conditions and physical layout.

A

Task Demands

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19
Q

includes the functions of a particular job or role.

A

Role Demands

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20
Q

experienced when some management expectations are hard oral most impossible to reach or satisfy.

A

Role Conflict

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21
Q

experienced when an employee is expected to finish tasks more than what time permits him to do.

A

Role Overload

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22
Q

experienced when roles were unclear and employees don’t fully understand what they should do.

A

Role Ambiguity

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23
Q

Other sources of stress within the organization may stem from the following:

A
Task Demands
Role Demands
Interpersonal Demands
Organizational Structure
Organizational Leadership
Personality Types
24
Q

includes pressures and stress generated by interpersonal relationships or other employees.

A

Interpersonal Demands

25
since different employees have different personality types each of them may influence each other to experience stress.
Personality Types
26
this is due to in appropriate and successive rules which demolish the employee’s free will and decision making.
Organizational Structure
27
the type of supervisors or managers each employee are dealing with.
Organizational Leadership
28
experienced usually due to excessive stress when employees become less energetic and less interested in the job. Employees are physically, emotionally, and psychologically exhausted with the job
Burnout
29
burnout occurs in three stages
Emotional Exhaustion Cynicism Futility
30
feeling of being drained and empty.
Emotional Exhaustion
31
lack of sensitivity towards others.
Cynicism
32
feeling that all efforts exerted previously was wasted and worthless
Futility
33
Organizational Approaches to Manage Stress
``` ●Emotional Climate Control ●Provision of Social Support ●Redefinition of Employee Roles ●Elimination of Work Overload and Work Underload ●Provision to Stressed Employees ```
34
organizations must develop programs that would provide sufficient support to enable employees to adapt change.
Emotional Climate Control
35
organizations should enhance social support systems by facilitating the cohesiveness of workgroups to improve each other’s supportiveness to coworkers.
Provision of Social Support
36
organizations must redefine roles to avoid role ambiguity and provide precise scope and responsibilities for each employee.
Redefinition of Employee Roles
37
provide counseling programs and trainings for stress-control techniques and providing facilities for physical exercises
Provision to Stressed Employees
38
providing proper selection and training for a more equitable promotion decisions and fair distribution of works.
Elimination of Work Overload and Work Underload
39
What are the individual approaches for stress and work life?
``` ●Relaxation Training ●Biofeedback ●Behavior Modification ●Removal of Stressors ●Positive Self talk ●15-20 Minutes Break ●Regular Physical Activity ●One Enjoyable Activity Everyday ```
40
employees should learn how to reduce stress through systematically concentrating to tense and relax one body part at a time.
Relaxation Training
41
involves the electronic measurement of internal bodily processes to let the person understand more and learn to control these internal processes.
Biofeedback
42
done through modification of behaviors in dealing with certain situations that may be stressful
Behavior Modification
43
elimination of stressor through distance or removal.
Removal of Stressors
44
make sure to at least do one personally enjoyable activity everyday.
One Enjoyable Activity Everyday
45
maintain regular physical activities like exercise, sports or yoga.
Regular Physical Activity
46
provide enough and reasonable breaktimes for one’s self.
15-20 Minutes Break
47
transforming negative statements into positive ones.
Positive Self talk
48
different approaches in order to avoid stressful experiences.
Disciplines that Supports Work-Life Balance
49
Disciplines that Supports Work-Life Balance
``` ●Self-Management ●Time-Management ●Stress Management ●Leisure Management ●Change Management ●Technology Management ```
50
managing one’s self by getting enough sleep, exercise and nutrition. Being the captain of your own sheep.
Self-Management
51
maximizing time use everyday. And supporting different resources to keep pace all throughout the day.
Time-Management
52
the ability to work ourselves out of stressful and pressure filled situations.
Stress Management
53
acknowledging the importance of rest, relaxations and enjoyment.
Leisure Management
54
continuous adaptation on new scenarios, methods, and environment to avoid stress.
Change Management
55
Adaptations to new technological advances and ensure that these technologies serve us well rather than abuses us.
Technology Management