Rationale (Objective)

1. To learn the significant differences that helping professionals experience as part of their
everyday exposure to highly stressful environment and how their approach to stress
reduction requires a unique and tailored approach.
2. To learn the basic physiological responses of the human body to various environmental
and emotional stresses.
3. To learn and practice various techniques of stress awareness regulation of stress
responses and the cognitive behavioral methodology of stress management.

4. To recommend strategies to cope the stress.

 Introduction

Stress is a part of day-to-day living. In our daily lives, we are often exposed to situations
that produce stress. The interpretation and reaction to events that make stress are different for
different people. For example, speaking in public can be stressful for some people and relaxing
for others. However if our stress level is too high, it can result in serious medical and social
problems. Any event or circumstance that strains or exceeds an individual ability to cope is
called stress (Lahey, 2004, P.500). The term “stress” can be defined in many ways. Generally, a
layperson may define stress in terms of pressure, tension, unpleasant external forces or an
emotional response (Ogden, 2004, P.234). In fact, layman’s definition of stress and the range of
stress are very confusing and very multidimensional.

The workplace stands out as a potentially important source of stress purely because of the
amount of time that is spent in this setting. However, the stress inducing features of the
workplace go beyond simply the time involved. With the opportunities for advancement of
individuals being dependent upon their performance, the pressure to perform often makes the
work situation potentially very stressful (Faulkner and Patiar, 1997). Situations that are likely to
cause stress are those that are unpredictable or uncontrollable, uncertain, ambiguous or
unfamiliar, or involving conflict, loss or performance expectations. Stress may be caused by time
limited events, such as the pressures of examinations or work deadlines, or by on-going
situations, such as family demands, job insecurity, or long commuting journeys.
Resources that help meet the pressures and demands faced at work include personal
characteristics such as coping skills (for example, problem solving, assertiveness, time
management) and the work situation such as a good working environment and social support.
These resources can be increased by investment in work infrastructure, training, good
management and employment practices, and the way that work is organised.
Historically, the typical response from employers to stress at work has been to blame the
victim of stress, rather than its cause. Increasingly, it is being recognised that employers have a
duty, in many cases in law, to ensure that employees do not become ill. It is also in their long
term economic interests to prevent stress, as stress is likely to lead to high staff turnover, an
increase in sickness absence and early retirement, increased stress in those staff still at work,
reduced work performance and increased rate of accidents, and reduced client satisfaction.
 Significance of the study

This study will be conducted for the great benefit of the:

Managing Director: This aims to give the present managing director awareness on her
employees needs in terms of handling stress at work, and for her to be able to target goals for
agency improvement.

Employees: This aims to give awareness to employees in knowing how to effectively manage
one's stress. And to also help employees improve their health and mood, along with boosting
their immune system. Stress management training will also help employees improve decision
making and increase productivity.
 Methodology

This study was descriptive in nature and survey method was used. Population of the survey were
all females from the Philippine Mental Health Association, Dumaguete Chapter. The following
procedures were adopted for the study.

1.SURVEY
Surveys are used to focus on specific areas of performance deficiency. Surveys can be
administered either by management or an outside professional. The surveys consist of a written
questionnaire that employees answer on an anonymous basis which will allow them to answer
freely and be truthful with their answers. The questions on the survey should be highly oriented
toward the specific tasks, responsibilities and needs of the organization and its employees.

2. OBSERVATION
Observations involve just that—watching. Observing the employees at work can provide the
trainer with sufficient information as to where the deficiencies exist. The only problem with this
method is that the employees will tend to perform appropriately as a result of being watched (that
is, if they know they are being watched).

3.INTERVIEW
Interviews involve talking with each individual employee or as a group to discuss what possible
problems and issues are responsible for the deficiencies. This method is a very decentralized and
democratic approach to training in that it allows for the suggestions and opinions of the
employees.
 Results

The types of training or workshop needed in the organization are the following:

Self-awareness

Lectures creating problem solving in the workplace

Building roles of attitude in stress management

Improved organizational health and ultimately lower health care costs

 Discussion

The results were drawn from the four female employees of Philippine Mental Health

Association, Dumaguete Chapter. This study was descriptive in nature and survey method was

used- which includes; 1.) Survey which focuses on specific areas of performance deficiency on

employees. 2.) Observation which provides the trainer with sufficient information as to where

the deficiency exists. 3.) Interview which involves talking with each individual employee.

Based on the results given, the PMHA employees all agreed on having an administrative

skills training within the company which includes; 1.) Conducting self-awareness to be able to

understand other people, how they perceive you, your attitude and your responses to them in the

moment. 2.) Lectures that involve creating problem solving in the workplace and building their

roles of attitude in stress management. According to the employees, programs such as these will

be of such great help for them in establishing their ability to handle difficult or unexpected

situations in the workplace as well as complex business challenges. Employees also would want

to have an improved organizational health and ultimately lower health care costs in order to

encourage better teamwork, increased productivity and reduce sick leave and workplace

accidents.
 Summary

The workplace stands out as a potentially important source of stress purely because of the

amount of time that is spent in this setting. However, the stress inducing features of the

workplace go beyond simply the time involved. Situations that are likely to cause stress are those

that are unpredictable or uncontrollable, uncertain, ambiguous or unfamiliar, or involving

conflict, loss or performance expectations. Stress may be caused by time limited events, such as

the pressures of examinations or work deadlines, or by on-going situations, such as family

demands, job insecurity, or long commuting journeys. Historically, the typical response from

employers to stress at work has been to blame the victim of stress, rather than its cause.

Increasingly, it is being recognised that employers have a duty, in many cases in law, to ensure

that employees do not become ill. It is also in their long term economic interests to prevent

stress, as stress is likely to lead to high staff turnover, an increase in sickness absence and early

retirement, increased stress in those staff still at work, reduced work performance and increased

rate of accidents, and reduced client satisfaction.

This study was descriptive in nature and survey method was used. Population of the

survey were all females from the Philippine Mental Health Association, Dumaguete Chapter.

Based on the results given, the types of training or workshop needed in the organization are the

following: 1.) Self-awareness, 2.) Lectures creating problem solving in the workplace, 3.)

Building roles of attitude in stress management, And 4.) Improved organizational health and

ultimately lower health care costs. According to the employees, programs such as these will be

of such great help for them in establishing their ability to handle difficult or unexpected

situations in the workplace as well as complex business challenges.

 Conclusion

It was concluded from this research that employees are in need of various methods for dealing
stress in order to help them effectively strategized techniques in handling situations that involves
exposure to high stress and pressure.
 Recommendation

To the Managing Director

1. Pay attention to your employees and notice any behavioral or relationship changes

2. Listen the concerns of your employees with sympathy and act accordingly

3. Think about your observation and how it relates to the factors that typically lead to the

workplace stress. Focus on the actual causes but don’t ignore the full range of possibilities

4. If required, discuss the issues with your employees one to one or as a group

5. Put your plan of action to reduce or better manage the stress in consultation with your

employees.

To the Employees

1. Maintain Open Communication

2. Provide Regular Feedback

3. Maintain Work-Life Balance

4. Socialize with Your Team and Prioritize Relationships

 Proposed Programs

TRAINING DESIGN

Name of Organization:

Rationale

Effective organizational or team performance is based on a clear understanding of the

shared goals, strategies, and work plans, along with the individual roles and responsibilities of
team members. Equally important are interpersonal qualities of trust, communication, and mutual
accountability. Working in tandem, these two perspectives determine a team’s ability to achieve
and sustain high performance, making teambuilding a necessary companion to the operational
and programmatic efforts of organizational capacity strengthening. Yet team development is
something that is often ignored within organizations or projects. Staffs usually have little
conscious awareness of the skills and tools needed to nurture supportive collegial relationships.
Leaders and managers are rarely prepared to understand the dynamics of team formation and
staff motivation or respond appropriately to the emerging needs of a team. Too frequently,
conflict is either ignored or suppressed, attributed to individual differences and difficulties. As a
result, internal team process can become a liability to performance, leading to low productivity,
low morale, and high staff turnover. However, with increased awareness of basic skills and tools
for addressing common challenges, these same dynamics can be turned into a source of
continued team enhancement. This teambuilding workshop will help grantees develop shared
vision/understanding for a high performing team, determining the critical elements and
individual contributions that comprise this vision, and guiding plans or agreements to realize this
vision in their own organizations. It will also promote practice on key skills needed to address
the inevitable challenges that arise in teams, notably, appreciating individual differences,
communicating collaboratively, and managing conflict.
Learning Objectives

By the completion of the following activities, participants will be able to describe:

• Characteristics of effective teams

• Four stages of team development

• Individual differences and roles within the team

Have practiced skills in:

• Supporting team development through its formative stages

• Constructive communication

• Conflict resolution and will have discussed:

• A vision of their ideal team

• Principles and behaviors to guide team performance

• A plan for monitoring progress toward achieving their vision

ACTIVITIES:

Self-Awareness: EMPOWERMENT THROUGH SELF-AWARENESS

Objectives:

 To elaborate skills in different situations.

 To know the components of self-concept.
 To be empowered to make changes and to build on our areas of strengths and
weaknesses.

Time Session Activity Objectives

9:00-9:30 1 Get to know you To be able to
sociometric questions discover, describe,
and evaluate social
status and structures
and can measure the
acceptance or
rejection felt between
the group.
9:30- 10:00 2 Feedback Analysis To learn effectively
when concrete,
actionable feedback is
given on a regular
basis.
10:00-10:15 3 Write a regret letter To be willing to
remain in contact with
the regrets which
affords people to the
opportunity to
discover avenues for
personal
improvement.
10:15-10:30 4 Create a bucket list To be able to set goals
in the work place.

Stress Management: Effective Time and Stress Management in the Workplace

Objectives:

Participants on the course will develop the ability to:

 Understand how stress works and develop sustainable behaviours.

 Develop a personal action plan for stress management.
 Enhance the work performance using the positive energy of stress.

Time Session Activity Objectives

11:00-11:10 1 Ice breaker To break the
awkwardness, and to
get people to interact.
11:10-11:55 2 Lecture To present
information and/or
teach people about the
particular subject.
11:55-12:00 3 Intermission Number To be able to entertain
people and to be able
to break the
weariness.
1:00-2:00 4 Lecture To present
information and/or
teach people about the
particular subject.
 Team Building: IGNITING TEAM SPIRIT

Objectives:

After the workshop, you will be able to:

 Analyse planning and organizing skill to achieve tasks.

 Develop office procedures for efficiency and effectiveness.

Time Session Activity Objectives

3:00-3:10 1 Ice breaker To energize the
participants.
3:10-3:15 2 House rules To give out
instructions
3:15-4:15 3 Games To improve
communication, boost
morale, motivate and
learn effective
strategies, improve
productivity.
4:15-5:00 4 Processing To teach people about
each other’s strengths,
weaknesses, and
interests. Hence, this
will help participants
to work better
together on future
progress.

Attached is the program of activities per training design.