A well-comprehensive and Researched General Management and Leadership Skills Course coupled with Workplace Stress ,Attitudes ,Time and Change Management which was held in Windhoek ,Namibia at Protea Hotel Thuringerhof in Independence Avenue thus opposite Windhoek Central Police Head Office on the 18th -29th April 2016 by Sir David Mazanga ;Cell: (+264)-81 694 2888_(whatsApp & Viber );Email: coordinator@rimt.co.za

1. General Management &
Leadership skills Course
Facilitated By : Mr. David Mazanga
Dates: 18th – 29th April 2016
Venue: Windhoek ,Namibia
@ Protea Hotel Thuringerhof

3. Course Objectives
By the end of the Course, participants will be able to:
• Define the need for management in the operation
of business
• Outline the roles of management
• Define the aspects of leadership
• Differentiate leadership and management
• Develop positive management & Leadership skills
• Utilise management roles and responsibilities
• Answer the Question: …Are Leaders born or
Made…(Discuss)—{100 marks}

4. Defining Management:
A process whereby human, financial, physical
and information resources are employed in
order to reach the goals of an organisation

5. Why do we need Management skills:
• One of the commonest causes of failure in a
business ,especially a small one ,is poor
management (Cronje et al ,Business
Management,2004)

6. Causes of Business Failure (Cronje et al)
% of Business Failure Cause of Failure Explanation
40% Managerial
incompetence
Inability to run a
business, morally,
intellectually or
physically
30% Lack of Leadership Inability to think
strategically, and to
bring about turnaround
changes
20% Lack of Managerial
Experience
Little if any experience
in managing employees
or going into business
10% No Industry Experience Little if any experience
in product or services
being delivered before
going into business

7. The Management Roles: P.O.L.C
• Planning
• Organising
• Leading
• Control

8. Roles Defined:
• Planning- determines the mission and goals of
an organisation and how to reach them
• Organising-resources have to be allocated and
employed to fulfil the organisation plans
• Leading-directs and motivates the human
resources through communication and
relations management
• Control-aligns all activities to the goals

9. Management- art or science
• Is Management an art ;process or a science?
• What is a science?
• What is an art?
• What is the process?
• Why do we ask these questions?

10. Principles of Management
• Setting the SMART Objectives & goals
S -Specific
M - Measurable
A -Achievable
R -Realistic
T -Time-Frame
• Achieving the goals
• Defining and sharing the difference /success

11. Tools for Effective Management
• People
• Processes
• Resources
• Environment

12. Management Roles
• Interpersonal roles
• Information sharing roles
• Decision making roles
• Goal setting roles

13. Management Roles Expanded
(a) Planning:
• Goal Setting – setting mission and goals in the
context of the business environment
• Developing plans –choosing options and trade
offs
• Implementation –operationalizing the plans,
setting resources for the purpose ,leading
subordinates and exercising control

14. (b) Organising
• Designing jobs for employees
• Forming operations teams
• Assigning authority
• Establishing command structures
• Establishing coordinating mechanisms

15. 5 Steps in the organising process
• Consider the plans and goals
• Prepare action plans
• Present a structure of work relationships
• Assign work, delegate, with authority and
responsibility
• Classify and group work functions

16. Factors influencing organising
• Business environment-
stable/turbulent/technology driven
• Relationship between strategy and structure
• Size of business
• Staff employed by the business
• Organisational structure/business personality

17. Leading Components:
• Leadership and management
• Motivation
• Knowledge of group behaviour
• Communication
• Influencing behaviour of subordinates
• Direct activities of subordinates to achieve the
organisational goals

18. (c) Control
• Develop performance standards
• Undertake performance appraisals
• Measure performance & Report/feedback
• Evaluate the performance standards
• Correct performance deficits /gap

19. The nature of Managers
• They work with people, through people
• They are responsible and accountable
• Set priorities-make trade-offs
• Make analytical and conceptual thinking
• They are politicians sometimes
• Make decisions, are diplomatic sometimes

20. Management Concerns
• Efficiency
getting work done with a minimum of effort,
expense or waste.
• Effectiveness
accomplishing tasks that help fulfill
organizational objectives.

21. The ideal Manager’s Role
• Reactive Management
• Proactive Management
• Predictive Management

22. Reactive Management
• Reactive management deals with problems as
they come up. It is a management style that is
much admired for its ability to quickly get the
resources back into production, whether
those resources are machines or people.

23. Predictive Management
• Predictive management focuses on reducing
the number of problems that require reactive
management. The more problems that can be
prevented through predictive management,
the fewer problems will need to be solved
through reactive management.

24. Management Functions
“Old”
• Planning,
• Organizing,
• Leading,
• Controlling
“New”
• Making Things Happen,
• Meeting the Competition,
• Organizing People, Projects, and Processes

25. Making Things Happen
• Determining what you want to accomplish.
• Planning how to achieve those goals.
• Gathering and managing the information
needed to make good decisions.
• Controlling performance.

26. Meeting the Competition
• Consider the threat from competitors.
• Have a well-thought-out competitive strategy.
• Be able to embrace change and foster new
product and service ideas.
• Structure their organizations to quickly adapt to
changing customers and competitors

27. Organizing People, Projects, and
Processes
• Consideration of people issues.
• Consideration of work processes.

28. Levels of Management
• Top management
• Middle management
• Lower level management

29. Top Managers
• Create a context for change.
• Develop attitudes of commitment and ownership
in employees.
• Create a positive organizational culture through
language and action.
• Monitor their business environments.

30. Middle Managers
• Planning and allocating resources to meet
objectives.
• Coordinating and linking groups, department
and divisions.
• Monitoring and managing the performance of
the subunits and individual managers who
report to them.
• Implementing the changes or strategies
generated by top managers.

31. First-Line Managers
• Managing the performance of entry-level
employees.
• Teaching entry-level employees how to do
their jobs.
• Making detailed schedules and operating
plans on middle management’s intermediate
range plans.

32. Team Leaders
• Facilitating team performance.
• Managing external relationships.
• Internal team relationships.

33. Managerial Roles
• Interpersonal
- figurehead
• - leader
• - liaison

34. • Informational
- monitor
- disseminator
- spokesperson

35. • Informational
- monitor
- disseminator
- spokesperson

36. What Companies Look for in Managers?
• Technical Skills
– Specialized knowledge
• Human Skill
– Ability to work with others
• Conceptual Skill
– Ability to see the whole organization
• Motivation to Manage
– A desire to be in charge

37. Relative Importance of Managerial
skills to Different Managerial Jobs

38. Mistakes Managers Make
• Insensitive to others
• Cold, aloof, and/or arrogant
• Betraying a trust
• Overly ambitious
• Specific performance problems with the business

39. Mistakes Managers Make
• Over managing: unable to delegate or build a
team
• Unable to staff effectively
• Unable to think strategically
• Unable to be a boss with different style
• Over dependent on advocate or mentor

40. First-Year Management Transition
• Be the boss
• Formal authority
• Manage tasks
• Job is not managing people

41. First-Year Management Transition
After Six Months as a Manager
• Initial expectations were wrong
• Fast pace
• Heavy workload
• Job is to be problem-solver and trouble-shooter
for subordinates

42. First-Year Management Transition
After a Year as a Manager
• No longer “doers”
• Communication, listening, & positive
reinforcement
• Job is people development

43. The Transition to Management
Initial Assumptions
Exercise formal authority, Managing tasks not
people, Help employees do their jobs, Hire
and fire
Reality
Cannot be “bossy”, Manage people not tasks,
Coach employee performance, Fast pace,
heavy workload

44. Branches of Management
• Human resource management
• Project management
• Operations management
• Strategic management

45. Human resource management
• Human resource management is both an
academic theory and a business practice. It is
based on the notion that employees are firstly
human, and secondly should not be treated as a
basic business resource.
• HRM is also seen as an understanding of the
human aspect of a company and its strategic
importance.
• HRM is seen as moving on from a simple
"personnel" approach (or was supposed to)
because it is preventative of potential problems,
and secondly it should be a major aspect of the
company philosophy, in which all managers and
employees are champions of HRM-based policies
and philosophy

46. Functional Approach to HRM
• From a functional perspective, a staff function;
with the aim of helping other functional
managers to apply and utilize the most
important production factor, human
resources, as effectively as possible within the
organization.
• The people in an organization or company
essentially determine how successfully the
other means of production will be applied.

47. Strategic management
• is that set of managerial decisions and actions
that determines the long-run performance of
a corporation. It includes environmental
scanning, strategy formulation, strategy
implementation and evaluation and control.

48. Project management
• is organizing and managing resources in such
a way that these resources deliver all the
required work to complete a project within
defined scope, time, and cost constraints .

49. Operations management
• This aspect takes control of day to day
activities and processes of production

50. Development of the Theory of Management
• FW Taylor(1911) defined it as a science
• Behaviourists(1930s) called it a complex mix
of psychology, sociology, human relations
among other views
• In the previous century, the professional
manager was not yet visible

51. Schools of Thought on Management
• Classical School(1910-1950)
• Contemporary School(1960s to present)

52. Classical Approach
• Scientific school
• Management process school
• Behavioural school
• Quantitative school
• Systems approach
• Contingency approach

53. Scientific school
• FW Taylor(1856-1915)- believed that a
scientific approach such as job observation,
job analysis, job measurement, job redesigns
and financial incentives would make jobs
more productive

54. Management process school
Henri Fayol(1841-1925) -was the originator, he
identified six functions of a business and these are:
• Technical(production/operations)
• Commercial(purchasing and marketing)
• Financial(accounting)
• Security function(protection of property)
• General management

55. Behavioural School/HR
Elton Mayo(1880-1949)-reacted to the failure of
the scientific and classical schools to provide
adequate human studies in management
He believed in the role of relationships and
physical factors such as motivation,
communication, power relations, interactions
and organisational designs as core to the
management process

56. Quantitative School
• The school emphasises mathematical models
and processes in management
• They believe that if management is a logical
process, it should develop models for effective
processes, now this school is helping to
operate large complex management matrixes

57. Systems Approach
• 1950s theory-management sees the
organisation as a relationship of systems
affected by a business environment
• The business is a whole made up of separate
but functional parts

58. Contingency Approach
• It tries to link all approaches, arguing that the
best management approach is dictated by the
environment
• It does not believe in universal solutions to
management, it rather believes that the
situation dictates the approach

59. Contemporary Schools
• Strategic Management
• Total Quality Management
• Re-Engineering Approaches
• Diversity Management approach

60. Strategic Approach
• 1960s-1970s -evolved in the second half of the
last century
• The post second world wars,the emergence of
Japan and the 1960s Depressions gave rise to
this approach
• SWOT systems -analysing threats and
opportunities became a common approach to
management

61. Total Quality Management
• A 1980s-1990s approach-the emergence of
German and Japanese products raised issues
of Quality because the two powers had better
quality and higher rates of productivity than
American producers

62. Re-Engineering Approaches
• This gave a space for learning and mistakes in
organisations
• The approach believes that business can focus
on their core business and also outsource non
core activities to relieve pressure of
performance
• This helped the core of company business to
remain the primary concern

63. Diversity Management
• The emergency of new cultural and Equality
issues of gender have advocated for a diversity
management approach in businesses
• Employment Equity Acts, BEE, AA,
• This has brought a new revolution in
management including comparative analysis
of diversity across the world (Cronje et al
2004,Business Management)

64. LEADERSHIP
• A complex element of Management
• Defined as ‘the influencing and directing of
the behaviour of subordinates in such a way
that they willingly strive to accomplish the
goals and objectives of the business

65. 65
Module: Leadership
MBA-Masters of Business
Administration

66. 66
Contents
Contrast Leadership and Management
Leadership styles
Influence
21st century skills
Leadership caveats

67. 67
Leadership
• Leadership is turning vision into reality
• There is workable leadership and enduring leadership
• Workable leadership requires Vision, Passion and
discipline [Hitler]
• Enduring leadership requires the preceding three plus
conscience [Mahatma etc]

68. 68
There is a distinction between
Management and LEADERSHIP
Managers think incrementally, Leaders
think radically
Managers do things right, Leaders do
the right things
Leaders stand out by being different
Leaders question assumptions and are
suspicious of tradition

69. 69
Who is a Manager?
Managing is a later concept [than Leading] from Latin
'manus', meaning hand, and more associated with
handling a system or machine of some kind
Carol Kennedy's excellent book 'Guide to the
Management Gurus'
A manager uses authority, the legitimate right
to govern
There are three types of authority:
Positional
Traditional
Professional/expertise

70. 70
Quote
• : Leadership is an ancient ability about
deciding direction, from an Anglo-Saxon
word meaning, “the road or path ahead”;
knowing the next step and then taking
others with you to it. ibid

71. 71
Required
• Managers who lead

72. 72
For individual student review: leadership
styles

73. 73
Leadership Styles
Democratic
Autocratic
Laissez faire
Transcendental
Transactional
Transformational
Directive
Influential
Collaborative
A B
C

74. 74
Leadership Styles
Group A

75. 75
Autocrat:
This is a Dominating persona.
Results in passive resistance
But is Good in emergencies

76. 76
Laissez- faire
Exercise little control
Useful when leading a team of highly
motivated and skilled people

77. 77
The Democrat:
Leads by consulting
Encourages participation
Delegates wisely
Values group discussion
Empowers team members

78. 78
Leadership Styles
Group B

79. 79
Transactional Leadership
A transactional leader is usually
authoritarian or even aggressive to obtain
maximum benefit.
This leader rewards or disciplines the
follower depending on the adequacy of
the follower’s performance.

80. 80
Transformational Leadership
This leader is visionary and charismatic
This leader is an enriched transactional
leader
They know themselves, what they want
and how to sell…
This leader is transactional but
charismatic

81. 81
Transcendental Leadership
Saint Augustine: “ the purpose of all rulers
is the well being of those they rule”
This is the servant leader
The Transcendental leader is interested
in the people themselves and tries to
contribute to their development.
This leader develops the followers’
transcendent Motivation: the motivation
to contribute
This leader is transactional, charismatic
and a server

82. 82
Leadership styles
Group C

83. 83
This leader tells his followers what to do
Maintains a high level of control
Good for crisis
Directive Leadership- (leading from the
front)

84. 84
Influential Leadership- (leading from behind)
Surrendering some control
Intervenes appropriately
Allows others to release their personal
powers
The leader leads by asking questions
Influences through confidence and
integrity
Rather than the power of authority

85. 85
Collaborative Leadership
This Leader has presence
Presence = values and attitudes
Makes the employees feel valued and recognised
This is a very empowering leader
Relies on the capabilities of others to achieve
results
Ideal for teamwork
Can be confusing to followers when they are
seeking direction

86. 86
Leadership Tool
Influence

87. 87
Influence
Leaders use influence and nothing
more
Influence is causing others to:
 do certain things or to
 behave in a certain way because
 they love you or like you or admire you
 because of your character or
personality or grooming

88. 88
Foundation of influence
 Positive Sentimental Bonds
 Physical traits …Gravitas; Chemistry
 Character Traits… Integrity
 Personality
 Type A ( extrovert; maniac; aggressive)
 Type B ( Assertive)
 Type C ( Introvert; Passive; autistic)

89. 89
21st century skills…
 Pygmallion effect of Management
The Moral: “ People become what you say
they are ”
re: the Pygmallion legend
 Trust: the question: when do you trust
people?
Lesson: “Trust begets trust”

90. 90
Energy Renewal
¶ An effective Leader maximises human resources.
¶ Refreshing the spirit of a demoralised follower
becomes part of the Leader’s responsibility
¶ Proverbs. 17:22 “ A cheerful heart is good
medicine but a crushed spirit dries up the bones”

91. 91
21st century…
 Zero-based thinking
“Given what we now know, how would we
redesign our organisation if we were to
start from scratch? ”

92. 92
21st century…
 Leadership development
The job of a Leader is not maintaining a
queue of followers but the creation of
Leaders

93. 93
Janusianism
The ability to learn lessons from the past
and at the same time creating a desired
future and managing the present in the
light of that future
21st century…

94. 94
 D.A.Y.S.
Do As You Say, walk the talk, lead by example
Do not preach water but drink wine!!
21st century leadership skills…

95. 95

96. 96
The ABC’s of Leadership
A ATTRACT PEOPLE
Be a liberating influence
B BELIEVE IN PEOPLE
We all need this
C CONNECT WITH PEOPLE
Be there when needed

97. 97
Connect with people
Re: the locomotive head and the trucks: which one
Moves to connect?
How to connect:
1 Value people
2 Posses a “make a difference mindset”
a) Believe you can make a difference
b) Believe that your life will make a difference in others
c) Believe that the people you relate will make a difference
d) Believe that together you will make a big difference
[ 1 beside 1 = eleven, not two!!!]

98. 98
Connect-contd.
3 Look for common ground. Find the 1% on which you
agree and give 100% (101% thinking)
4 Understand and discover the temperament of people
5 Understand and discover the gifts of people
6 Handle yourself differently than others I.e.
Self: handle with your head
Others: handle with your heart
7 Know the key to the lives of people
8 Stand with others during their tough times
9 Do not take others for granted, this disconnects

99. 99
There is a dark side to Leadership
For Leaders
 The tendency to become corrupted
 Valley Mentality
 Greed
 The tendency to oppress, control
 The tendency to seek to be worshiped
 Intolerance to criticism
 Emotional illiteracy…unable to
empathise
CAVEAT

100. 100
CAVEAT
For followers
 The tendency to sycophancy
 Over-dependent followers
 Masochistic Behaviour

101. Components of Leadership:
• Leadership and management
• Motivation
• Knowledge of group behaviour
• Communication
• Influencing behaviour of subordinates
• Direct activities of subordinates to achieve the
organisational goals

102. Leadership and Management
• Managers ......who are not leaders
• Leaders......who are not managers
• The aim is to make good managers leaders as
well

103. Aspects of Leadership:
• Authority-right to command and demand
action
• Power-ability to influence others without
using authority
• Influence-ability to use authority and power
to move subordinates to action
• Delegation-the ability to transfer authority to
a subordinate and still remaining accountable
• Responsibility –carrying out activities
according to instruction , being overally
accountable

104. Authority
• The right perform certain actions, with
guidelines, to decide who does what, to
compel the execution of tasks, to punish those
who fail to act what is expected
• The authority conferred by an organisation is
formal authority , granted by an institution

105. Kinds of power
• Reward power-to give or withhold
• Coercive power-use of fear, psychological,
physical, emotional
• Referent power –abstract power, personal,
based on personal charisma
• Expert power-based on knowledge, expertise
and professional endowment

106. • Legitimate power-granted by one’s position ,
similar to authority
Kinds of power

107. Use and outcomes of power:
Type of power Commitment Compliance Resistance
Referent Likely-request seen
as important to
leader
Possible –if request is
seen as unimportant
Possible –if request
will bring harm the
leader
Expert Likely-if request is
persuasive & goals
are shared
Possible –if request is
persuasive
Possible –if leader
is arrogant, insults
subordinates
Legitimate Possible –if request is
polite, suitable
Likely-if request is
seen as legitimate
Possible-if demand
is arrogant
Reward If used in a personal ,
subtle way
Likely –if used in an
impersonal way
Likely-if used in an
arrogant way
Coercive Very unlikely Possible-if used in a
helpful way
Likely-if used in a
hostile/manupilativ
e way

108. Leadership Models
• Autocratic/Task oriented leaders-make all
decisions, dominating
• Democratic/Relationship oriented leaders-
believe in teamwork
• Theory X (McGregor)-believe people are lazy
and have to be forced to work
• Theory Y-believe that people want to work
and are responsible

109. New Models
• Situation Leaders-variety of situations
determine leadership models and leaders
perform according to various situations
• Female Leadership-modern, more inclusive
• Interactive leadership-participatory approach

110. Factors affecting Effective leadership
• Personality and experiences
• Organisational culture and policy
• Behaviour expectations and nature of
subordinates
• Expectations and behaviour of association
• Requirements of the job
• Expectations of the superiors

111. Motivation
This a component of leadership that drives
satisfaction in humans
Motivation is need-satisfying process in the
direction of a desired goal

112. Theories on Motivation
Maslow Hierarchy of Needs
• Physiological needs-food, shelter, clothing
• Security needs- protection against dangers
• Social needs –love, friendship,
• Esteem, respect needs-egoistic needs ,status
• Self actualisation needs – needs for self
expression

113. Maslow Theories
Apply to :
• Individuals and
• Groups

114. Groups found in Businesses
• Functional Groups- to perform a function
• Task Groups-to perform a duty
• Interest Groups-informal groups

115. Characteristics of Groups:
• Leader
• Followers/members
• Norms and standards
• Group solidarity
• Interdependence
• Conflict is possible

116. Communication –sign of good
leadership
Sender-message-channel-reciever -feedback

117. Types of communication
• Verbal
• Non-verbal

118. Management & Human Resources
HR management does :
• Advise and counsel
• Service delivery-planning, recruiting,
selecting,developing and compensation
• Policy formulation and implementation
• Employee advocacy

119. Motivation in Depth
Motives are:
• Individualistic
• Motivation change
• May be unconscious
• Are inferred –observe and tell why one
behaves that way
• Hierarchical-strongest to the weakest motive

120. Theorists on Motivation
• Abraham Maslow

121. Alfred Adler
• Existence needs-are material to the person
• Relatedness needs-desire for interpersonal
needs
• Growth needs-need for productive
contribution

122. Herzberg Two Factor• Maintenance Factors –working conditions,
• Company policies & Administration,
• Remuneration & salary ,
• equipment,
• supervision
• Motivation factors –achievement,
• recognition,
• feedback,
• responsibility ,
• job satisfaction

123. David McClelland theory of Needs
• Need for achievement-need to excel, set
standards
• Need for power-to influence, control others
• Need for affiliation-need to be liked and
accepted

124. Process Theories
Expectancy Theory
• Motivation depends on how much we like
something and how likely we think we may
get it

125. Expectancy Theory-Victor Vroom
• Valence- desirability of the result of working
• Instrumentality- a belief that a special action
can lead one to achieve
• Expectancy-that a certain action will lead to
the outcome

126. Equity Theory –Stacey Adams
• The desire to be equally treated lead to
performance

127. Goal-setting Theory
• Ceteris paribus- all people will strive for
particular goals

128. Source of Broad Motivation
• Job design –employees want jobs that has
status, growth
• Intrapreneurial incentives-allow employees to
be creative and innovative
• Training and Education-jobs that develop
individuals are desired
• Incentives-reward jobs
• Empowerment and participation-make own
decisions and goals

129. Source of Broad Motivation
• Culture of change- 20th Century jobs needs
change
• Career management- involve employees in
decisions and organisation planning
• Reward systems-expectancy theory has a link
to reward systems

130. Compensating Employees
• Direct compensation –salaries and wages
• Indirect compensation-leave, insurance,
housing, car , allowances
• Reward-salary increase, cost of living
adjustment, merit increases, financial
bonuses, paid holidays

131. Developing Employees
• Training
• Coaching
• Mentoring

132. Performance Appraisal
Assess employees work characteristics,
attitudes, enthusiasm, initiative, neatness
• Employee rating
• Employee evaluation
• Performance review
• Performance evaluation
• Results appraisal

133. Sir Mazanga-Regional Institute for Management Training(RIMT)
Cell:(+264)-816942888; Office: (+264)-61 306 060 ;(+264)-61 216 104
E-mail:david@rimt.co.za;coordinator@rimt.co.za ;www.rimt.co.za

134. Workplace stress ,Attitudes &
Change Management

135. WHAT IS STRESS ?
Stress is the reaction people have to excessive
pressures or other types of demand placed
upon them. It arises when they worry that
they can’t cope.
HELP ME!

136. WHAT IS STRESS ?
Stress is the “wear and tear” our minds and
bodies experience as we attempt to cope with
our continually changing environment
I HATE YOU

137. DEFINITION
S = P > RStress occurs when the pressure is greater than the resource

138. STRESS FEELINGS
• Worry
• Tense
• Tired
• Frightened
• Elated
• Depressed
• Anxious
• Anger

139. 4/20/2016 139
FOUND YOURSELF IN SIMILAR SITUATIONS?

140. Signs Of Stress
Physical signs Mental signs
Behavioural signs Job Stress Signs

142. Negative Stress
Results
Loss of motivation
Reduces
effectiveness
Physical, mental,
and
behavioral problems

143. POSITIVE STRESS
Stress can also have a positive effect, spurring
motivation and awareness, providing the
stimulation to cope with challenging
situations.
Stress also provides the sense of urgency and
alertness needed for survival when
confronting threatening situations.

144. ENDOCRINE SYSTEM RESPONSES
• Increased pupil dilatation
• Perspiration
• Increased heart rate and blood pressure
• Rapid breathing
• Muscle tenseness
• Increased mental alertness

145. SYMPTOMS OF STRESS
• Physical symptoms
• Mental symptoms
• Behavioural symptoms
• Emotional symptoms

146. PHYSICAL SYMPTOMS
• Sleep pattern changes
• Fatigue
• Digestion changes
• Loss of sexual drive
• Headaches
• Aches and pains
• Infections
• Indigestion
• Dizziness
• Fainting
• Sweating & trembling
• Tingling hands & feet
• Breathlessness
• Palpitations
• Missed heartbeats

147. MENTAL SYMPTOMS
• Lack of concentration
• Memory lapses
• Difficulty in making decisions
• Confusion
• Disorientation
• Panic attacks

148. BEHAVIOURAL SYMPTOMS
• Appetite changes - too much or too little
• Eating disorders - anorexia, bulimia
• Increased intake of alcohol & other drugs
• Increased smoking
• Restlessness
• Fidgeting
• Nail biting
• Hypochondria

149. EMOTIONAL SYMPTOMS
• Bouts of depression
• Impatience
• Fits of rage
• Tearfulness
• Deterioration of personal hygiene and
appearance

150. STRESS RELATED ILLNESSES
Stress is not the same as ill-health, but has
been related to such illnesses as;
• Cardiovascular disease
• Immune system disease
• Asthma
• Diabetes

151. • Digestive disorders
• Ulcers
• Skin complaints - psoriasis
• Headaches and migraines
• Pre-menstrual syndrome
• Depression

152. COSTS OF STRESS
80% of all modern diseases have their origins
in stress.
In the UK, 40 million working days per year are
lost directly from stress - related illness.
Costs in absenteeism to British industry is
estimated at £1.5 billion pounds per year.

153. Summary - Part 1
• What is Stress ?
• Types of Stresses
• Individuals
• Stress origins & body systems
• Adaptation Syndrome
• Symptoms
• Costs of Stress

154. Statement
Not all the stress we experience
is generated at work !!

155. Causes of Stress
• External Stresses
• Internal Stresses

156. External Stresses - Major Life Events
• Death of a loved one
• Divorce / separation
• Imprisonment
• Injury/illness ( self / family )
• Marriage/ engagement
• Loss of job
• Retirement
• Pregnancy
• Sexual Problems
• Change in financial status
• Change of job / work
• Mortgage or loan
• Foreclosure of
mortgage/loan
• Change in responsibilities
• Moving house
• Holidays
• Christmas
• Minor violations of the law

157. RECOGNISE THE PROBLEM
The most important point is to recognise the
source of the negative stress.
This is not an admission of weakness or
inability to cope! It is a way to identify the
problem and plan measures to overcome it.

158. STRESS CONTROL
A B C STRATEGY

159. ABC STRATEGY
A = AWARENESS
1. What causes you stress?
2. How do you react?

160. ABC STRATEGY
B = BALANCE
1.There is a fine line between positive / negative
stress
2. How much can you cope with before it
becomes negative ?

161. ABC STRATEGY
C = CONTROL
1. What can you do to help yourself combat the
negative effects of stress ?

162. Stress Management Techniques
• Change your thinking
• Change your behaviour
• Change your lifestyle

163. Change your Thinking
• Re-framing
• Positive thinking

164. Re-framing
Re-framing is a technique to change the way
you look at things in order to feel better about
them.
• There are many ways to interpret the same
situation so pick the one you like.
• Re-framing does not change the external
reality, but helps you view things in a different
light and less stressfully.

165. Positive Thinking
• Forget powerlessness, dejection, despair,
failure
• Stress leaves us vulnerable to negative
suggestion so focus on positives;
• Focus on your strengths
• Learn from the stress you are under
• Look for opportunities
• Seek out the positive - make a change.

166. Change your Behaviour
• Be assertive
• Get organised
• Ventilation
• Humour
• Diversion and distraction

167. Be Assertive
• Assertiveness helps to manage stressful
situations, and will , in time, help to reduce
their frequency.
• Lack of assertiveness often shows low self -
esteem and low self - confidence.
• The key to assertiveness is verbal and non -
verbal communication.
• Extending our range of communication skills
will improve our assertiveness.

168. Equality and Basic Rights
1) The right to express my feelings
2) The right to express opinions / beliefs
3) The right to say ‘Yes/No’ for yourself
4) Right to change your mind
5) Right to say ‘I don’t understand’
6) Right to be yourself, not acting for the benefit
of others

169. Equality and Basic Rights
7) The right to decline responsibility for other
people’s problems
8) The right to make reasonable requests of
others
9) The right to set my own priorities
10) The right to be listened to, and taken
seriously

170. Being Assertive
Being assertive involves standing up for your
personal rights and expressing your thoughts,
feelings and beliefs directly, honestly and
spontaneously in ways that don’t infringe the
rights of others.

171. Assertive People
• Respect themselves and others
• Take responsibility for actions and choices
• Ask openly for what they want
• Disappointed if ‘want’ denied
• Self - confidence remains intact
• Not reliant on the approval of others

172. Assertive Skills
• Establish good eye contact / don’t stare
• Stand or sit comfortably - don’t fidget
• Talk in a firm, steady voice
• Use body language
• ‘I think’ / ‘I feel’
• ‘What do you think?’ ‘How do you feel ?’
• Concise and to the point

173. Benefits
• Higher self-esteem
• Less self-conscious
• Less anxious
• Manage stress more successfully
• Appreciate yourself and others more easily
• Feeling of self-control

174. Get Organised
• Poor organisation is one of the most common
causes of stress.
• Structured approaches offer security against
‘out of the blue’ problems.
• Prioritising objectives, duties and activities
makes them manageable and achievable.
Don’t overload your mind.
• Organisation will help avoid personal and
professional chaos.

175. Time Management
• Make a list
1. What MUST be done
2. What SHOULD be done
3. What would you LIKE to do
• Cut out time wasting
• Learn to drop unimportant activities
• Say no or delegate

176. Time Management
• Plan your day
• Set achievable goals
• Don’t waste time making excuses for not
doing something

177. Ventilation
‘A problem shared is a problem halved’
• Develop a support network through friends or
colleagues to talk with.
• It’s not always events that are stressful but
how we perceive them.
• Writing a diary or notes may help release
feelings but do not re-read what has been
written.

178. Humour
• Good stress - reducer
• Applies at home and work
• Relieves muscular tension
• Improves breathing
• Pumps endorphins into the bloodstream - the
body’s natural painkillers

179. Diversion and Distraction
• Take time out
• Get away from things that bother you
• Doesn’t solve the problem
• Reduce stress level
• Calm down
• Think logically

180. Change Your Lifestyle
• Diet
• Smoking & Alcohol
• Exercise
• Sleep
• Leisure
• Relaxation

181. Diet
• Healthy eating habits
• Caffeine (Stimulant)
• Salt

182. Smoking and Alcohol
• Stop or at-least your consumption to bare
minimum

183. Benefits of Exercise
• Uses up excess energy released by the ‘Fight
or Flight’ reaction.
• Improves blood circulation
• Lowers blood pressure
• Clears the mind of worrying thoughts
• Improves self image
• Makes you feel better about yourself
• Increases social contact

184. Sleep
• Good stress reducer
• Difficult to cope when tired
• Wake refreshed after night’s sleep
• Plenty of daytime energy

185. Leisure
• Interest
• Gives you a ‘break’ from stresses
• Provides outlet for relief
• Provides social contact

186. Benefits of Relaxation
• Lowers blood pressure
• Combats fatigue
• Promotes sleep
• Reduces pain
• Eases muscle tension

187. Benefits of Relaxation
• Decreases mental worries
• Increases concentration
• Increases productivity
• Increases clear thinking

188. Alternatives
• Conventional Medicine
• Counselling &
psychotherapy
• Relaxation
• Meditation
• Massage
• Yoga
• Acupuncture
• Aromatherapy
• Floatation
• Herbalism
• Biofeedback
• Homeopathy
• Hypnotherapy
• Osteopathy
• Religious Therapy
• Reflexology

189. Summary: Action Planning
• Causes of stress
• Identification and admission
• Ways to control stress
• Alternative methods
• End=End=End=End=End=End=End=End=End
Joshua 22 vs 29……..May God bless us all……………….

190. Joshua 22VS 29…….

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