Stress

Because when standing up and bending over to touch your toes gravity is pushing down directly upon your lower spinal column, and less stress is placed upon your lower spinal column when you are at the lowest possible point on the floor. I hope i helped!

I personally played football, and I actually highly preferred the defense side of football.I believe it was for that very reason. I loved to tackle and hit people, weird as it sounds. I feel the ball carrier was subjected to that pent up frustration and stress. It was brutal at times, allegedly I tackled my way into a concussion in one game, as

I believe every hit and tackle I made on defense was therapeutic, if you love defense as I did, there's nothing better than laying down a great hit on an offensive player. It's the pure physicality of it, it comes so naturally after you get how it works (Defensive schemes/fundamentals). I sincerely miss that.

I have done meditation, also, and it was similar in some essence (i.e. stress relief)

Yes, he is the eighth of ten.

* Possible, but not likely. A miscarriage is usually caused by either a chromosomal abnormality or a blunt-force trauma to the pelvic area. Stress can cause a baby to be unusually small or have other health problems though. * Stress is absolutely not a cause of miscarriage. That could stress a lot of women out unnecessarily!

Strong stressor that occurs suddenly, affecting many people at once

Food, shelter and education.

either mood swings or pms!

I personally think they can. Let me explain my opinion. Ok so when I was 2, I had a really crazy siezure. I was on the floor shaking, my eyes were pure white because they were rolled all the way back. Pretty much everything that a crazy siezure is. Now in my teens and I can't remember a lot. I can read something like 10 times and when I put it down I can't remember the 3rd word. And in school when I used to be called out to read, I would always hesitate and end up shaking. I can read, and I don't stutter. But I had the feeling like I was about to say everything wrong because I forget what I'm reading. And when I'm at home and I get bored I get a movie and put it in. When I go to sit down and wait for it to start playing, I forget what I put in the DVD or VCR player. It's crazy. I'd say I have a short term memory loss from over 10 years ago( my siezure)

You could take a hot bath or try to relax and put all the things that you have to work on aside or have someone help you with the things that you are stressing out about. maybe read a book or watch a movie. sometimes just spending time with your family can help.

uncertianty and importance must be present

Feeling Stress during pregnancy is not really ok.Becasue stress is a teratogen the may cause abnormalities to your child.

They both go hand in hand. When we are stressed out about something for instance; you lost your homework you were suppose to turn in today, that can cause you to have emotional feelings such as being angry at yourself, or someone else you would like to blame it on which causes stress again.

Stress is a result of outside pressure that builds up within an individual. Very often, in business, individuals work in a diverse environment where there are many different styles of communication, worth ethics and perceptions. Not understanding your defined role in the workplace can cause a great deal of stress. If you can't figure out what your superiors expect from you, it can be very exhausting trying to figure it out. All of these examples are related to communication. Communication is the exchange of messages, ideas and information between senders and receivers. But each individual has a different field of experience through which messages are filtered and understood. Miscommunications often cause stress, because there is a barrier between the sender and the receiver. Your self-esteem also has alot to do with how well you receive messages, do your job and handle stress. Postive self-esteem translates into a confident approach by the individual, this communicates competency to your superiors, co-workers and customers, making your job experience more satisfying and less stressful. In a corporate environment, for example, a customer may present a challenging assignment, one that your company has a different perception on how to solve than the customer. Especially, let's say in marketing, it can be very frustrating when a customer wants to guide the process of advertising when the advertising agency, hired for its expertise, sees solving the problem in a different way. Other sources of stress in business include meeting deadlines, working overtime, and failure. Uncertainty of job security, sometimes the physical environment can cause an individual stress. For example, if the work conditions require you to work in very close quarters to many others, with little privacy, or if the environment is too hot, too cold or has ineffective ventilation, these can cause stress.

When you are feeling ill, you may not be able to communicate as effectively as when you are feeling well. This can affect your colleagues and service users. Similarly, people whoa are being cared for in hospital because of an illness may not be able to communicate in their normal way. Some long time (chronic) illnesses such as Parkinson's disease or Multiple Sclerosis also affect an individuals ability to communicate and you need to be aware of this if you are working with these people. It can affect communication because if they find it difficult to talk because there are unwell, they will give up and will be unmotivated to try to communicate.

actually we do

Green and blue are calming colors that can relieve stress.

Some things in your immediate surroundings that might cause stress are: crime in the area, living with someone who you do not get along with, living with parents who fight a lot, not having enough food, being bullied at school, etc.

Some of the most common stress causes are

* Health: injury, illness, pregnancy * Crime: Sexual molestation, mugging, burglary, pick-pocketed * Family related: separation, divorce, new baby, marriage * Sexual problems: getting partner, with partner * Argument: with spouse, family, friends, co-workers, boss * Physical changes: lack of sleep, new work hours * Changing location: vacation, moving house * Money problems: lack of it, owing it, investing it * Death: of spouse, family, friend * Self-abuse: drug abuse, alcoholism, self-harm * Environment change: in school, job, house, town, jail * Responsibility increase: new dependent, new job

Potential sources of stress While environmental factors are forces outside the organization, which may act as potential sources of stress due to uncertainties and threats that they create for any organization and its members, factors within organization can also act as potential source of stress. Together or singly they may cause a tense and volatile working environment which can cause stress for organizational members because the inability of individuals to handle the pressures arising out of these sources. The following may be seen to be the potential sources of stress: 1. Environmental factors Environmental uncertainy influences stress levels among employees in an organization. Changes in the business cycle crate economic uncertainties. Political uncertainties can be stress inducing. Technological uncertainty can cause stress because new innovations can make an employee's skills and experience obsolete in a very short period of time. 2. Organizational factors Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples. Task demands are factors related to a person's job. They include the design of the individual's job (autonomy, task variety, degree of automation) working conditions, and the physical work layout. Role demands relate to pressures that are a function of the role an individual plays in an organization. a. Role conflicts create expectations that may be hard to reconcile or satisfy. b. Role overload is experienced when the employee is expected to do more than time permits. c. Role ambiguity is created when role expectations are not clearly understood. d. Interpersonal demands are pressures created by other employees. e. Organizational structure defines the level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. Excessive rules and lack of participation in decisions might be potential sources of stress. Organizational leadership represents the managerial style of the organization's senior executives. CEOs by virtue of their managerial styles create an organizational culture which reflects tension, fear and anxiety. They overemphasize tight control, hire and fire policies which keep organizational members on hot seat and create stress among them. f. Individual factors: g. These are factors in the employee's personal life. Primarily these factors are family issues, personal economic problems, and inherent personality characteristics. h. Broken families, wrecked marriages and other family issues may create stress at workplace as well. i. Economic problems created by individuals overextending their financial resources. Spending more than earnings stretches financial positions, create debt situation leading to stress among individuals. j. A significant individual factor influencing stress is a person's basic dispositional nature. Over-suspicious anger and hostility increases a person's stress and risk for heart disease. There individuals with high level of mistrust for others also cause stress for themselves. k. Stressors are additive- stress builds up. Individual differences 1. Five individual difference variables moderate the relationship between potential stressors and experienced stress: a. Perception b. Job experience c. Locus of control d. Self-efficacy e. Hostility Potential sources of stress While environmental factors are forces outside the organization, which may act as potential sources of stress due to uncertainties and threats that they create for any organization and its members, factors within organization can also act as potential source of stress. Together or singly they may cause a tense and volatile working environment which can cause stress for organizational members because the inability of individuals to handle the pressures arising out of these sources. The following may be seen to be the potential sources of stress: 1. Environmental factors Environmental uncertainy influences stress levels among employees in an organization. Changes in the business cycle crate economic uncertainties. Political uncertainties can be stress inducing. Technological uncertainty can cause stress because new innovations can make an employee's skills and experience obsolete in a very short period of time. 2. Organizational factors Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples. Task demands are factors related to a person's job. They include the design of the individual's job (autonomy, task variety, degree of automation) working conditions, and the physical work layout. Role demands relate to pressures that are a function of the role an individual plays in an organization. a. Role conflicts create expectations that may be hard to reconcile or satisfy. b. Role overload is experienced when the employee is expected to do more than time permits. c. Role ambiguity is created when role expectations are not clearly understood. d. Interpersonal demands are pressures created by other employees. e. Organizational structure defines the level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. Excessive rules and lack of participation in decisions might be potential sources of stress. Organizational leadership represents the managerial style of the organization's senior executives. CEOs by virtue of their managerial styles create an organizational culture which reflects tension, fear and anxiety. They overemphasize tight control, hire and fire policies which keep organizational members on hot seat and create stress among them. f. Individual factors: g. These are factors in the employee's personal life. Primarily these factors are family issues, personal economic problems, and inherent personality characteristics. h. Broken families, wrecked marriages and other family issues may create stress at workplace as well. i. Economic problems created by individuals overextending their financial resources. Spending more than earnings stretches financial positions, create debt situation leading to stress among individuals. j. A significant individual factor influencing stress is a person's basic dispositional nature. Over-suspicious anger and hostility increases a person's stress and risk for heart disease. There individuals with high level of mistrust for others also cause stress for themselves. k. Stressors are additive- stress builds up. Individual differences 1. Five individual difference variables moderate the relationship between potential stressors and experienced stress: a. Perception b. Job experience c. Locus of control d. Self-efficacy e. Hostility Potential sources of stress While environmental factors are forces outside the organization, which may act as potential sources of stress due to uncertainties and threats that they create for any organization and its members, factors within organization can also act as potential source of stress. Together or singly they may cause a tense and volatile working environment which can cause stress for organizational members because the inability of individuals to handle the pressures arising out of these sources. The following may be seen to be the potential sources of stress: 1. Environmental factors Environmental uncertainy influences stress levels among employees in an organization. Changes in the business cycle crate economic uncertainties. Political uncertainties can be stress inducing. Technological uncertainty can cause stress because new innovations can make an employee's skills and experience obsolete in a very short period of time. 2. Organizational factors Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples. Task demands are factors related to a person's job. They include the design of the individual's job (autonomy, task variety, degree of automation) working conditions, and the physical work layout. Role demands relate to pressures that are a function of the role an individual plays in an organization. a. Role conflicts create expectations that may be hard to reconcile or satisfy. b. Role overload is experienced when the employee is expected to do more than time permits. c. Role ambiguity is created when role expectations are not clearly understood. d. Interpersonal demands are pressures created by other employees. e. Organizational structure defines the level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. Excessive rules and lack of participation in decisions might be potential sources of stress. Organizational leadership represents the managerial style of the organization's senior executives. CEOs by virtue of their managerial styles create an organizational culture which reflects tension, fear and anxiety. They overemphasize tight control, hire and fire policies which keep organizational members on hot seat and create stress among them. f. Individual factors: g. These are factors in the employee's personal life. Primarily these factors are family issues, personal economic problems, and inherent personality characteristics. h. Broken families, wrecked marriages and other family issues may create stress at workplace as well. i. Economic problems created by individuals overextending their financial resources. Spending more than earnings stretches financial positions, create debt situation leading to stress among individuals. j. A significant individual factor influencing stress is a person's basic dispositional nature. Over-suspicious anger and hostility increases a person's stress and risk for heart disease. There individuals with high level of mistrust for others also cause stress for themselves. k. Stressors are additive- stress builds up. Individual differences 1. Five individual difference variables moderate the relationship between potential stressors and experienced stress: a. Perception b. Job experience c. Locus of control d. Self-efficacy e. Hostility Potential sources of stress While environmental factors are forces outside the organization, which may act as potential sources of stress due to uncertainties and threats that they create for any organization and its members, factors within organization can also act as potential source of stress. Together or singly they may cause a tense and volatile working environment which can cause stress for organizational members because the inability of individuals to handle the pressures arising out of these sources. The following may be seen to be the potential sources of stress: 1. Environmental factors Environmental uncertainy influences stress levels among employees in an organization. Changes in the business cycle crate economic uncertainties. Political uncertainties can be stress inducing. Technological uncertainty can cause stress because new innovations can make an employee's skills and experience obsolete in a very short period of time. 2. Organizational factors Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples. Task demands are factors related to a person's job. They include the design of the individual's job (autonomy, task variety, degree of automation) working conditions, and the physical work layout. Role demands relate to pressures that are a function of the role an individual plays in an organization. a. Role conflicts create expectations that may be hard to reconcile or satisfy. b. Role overload is experienced when the employee is expected to do more than time permits. c. Role ambiguity is created when role expectations are not clearly understood. d. Interpersonal demands are pressures created by other employees. e. Organizational structure defines the level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. Excessive rules and lack of participation in decisions might be potential sources of stress. Organizational leadership represents the managerial style of the organization's senior executives. CEOs by virtue of their managerial styles create an organizational culture which reflects tension, fear and anxiety. They overemphasize tight control, hire and fire policies which keep organizational members on hot seat and create stress among them. f. Individual factors: g. These are factors in the employee's personal life. Primarily these factors are family issues, personal economic problems, and inherent personality characteristics. h. Broken families, wrecked marriages and other family issues may create stress at workplace as well. i. Economic problems created by individuals overextending their financial resources. Spending more than earnings stretches financial positions, create debt situation leading to stress among individuals. j. A significant individual factor influencing stress is a person's basic dispositional nature. Over-suspicious anger and hostility increases a person's stress and risk for heart disease. There individuals with high level of mistrust for others also cause stress for themselves. k. Stressors are additive- stress builds up. Individual differences 1. Five individual difference variables moderate the relationship between potential stressors and experienced stress: a. Perception b. Job experience c. Locus of control d. Self-efficacy e. Hostility Potential sources of stress While environmental factors are forces outside the organization, which may act as potential sources of stress due to uncertainties and threats that they create for any organization and its members, factors within organization can also act as potential source of stress. Together or singly they may cause a tense and volatile working environment which can cause stress for organizational members because the inability of individuals to handle the pressures arising out of these sources. The following may be seen to be the potential sources of stress: 1. Environmental factors Environmental uncertainy influences stress levels among employees in an organization. Changes in the business cycle crate economic uncertainties. Political uncertainties can be stress inducing. Technological uncertainty can cause stress because new innovations can make an employee's skills and experience obsolete in a very short period of time. 2. Organizational factors Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples. Task demands are factors related to a person's job. They include the design of the individual's job (autonomy, task variety, degree of automation) working conditions, and the physical work layout. Role demands relate to pressures that are a function of the role an individual plays in an organization. a. Role conflicts create expectations that may be hard to reconcile or satisfy. b. Role overload is experienced when the employee is expected to do more than time permits. c. Role ambiguity is created when role expectations are not clearly understood. d. Interpersonal demands are pressures created by other employees. e. Organizational structure defines the level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. Excessive rules and lack of participation in decisions might be potential sources of stress. Organizational leadership represents the managerial style of the organization's senior executives. CEOs by virtue of their managerial styles create an organizational culture which reflects tension, fear and anxiety. They overemphasize tight control, hire and fire policies which keep organizational members on hot seat and create stress among them. f. Individual factors: g. These are factors in the employee's personal life. Primarily these factors are family issues, personal economic problems, and inherent personality characteristics. h. Broken families, wrecked marriages and other family issues may create stress at workplace as well. i. Economic problems created by individuals overextending their financial resources. Spending more than earnings stretches financial positions, create debt situation leading to stress among individuals. j. A significant individual factor influencing stress is a person's basic dispositional nature. Over-suspicious anger and hostility increases a person's stress and risk for heart disease. There individuals with high level of mistrust for others also cause stress for themselves. k. Stressors are additive- stress builds up. Individual differences 1. Five individual difference variables moderate the relationship between potential stressors and experienced stress: a. Perception b. Job experience c. Locus of control d. Self-efficacy e. Hostility Potential sources of stress While environmental factors are forces outside the organization, which may act as potential sources of stress due to uncertainties and threats that they create for any organization and its members, factors within organization can also act as potential source of stress. Together or singly they may cause a tense and volatile working environment which can cause stress for organizational members because the inability of individuals to handle the pressures arising out of these sources. The following may be seen to be the potential sources of stress: 1. Environmental factors Environmental uncertainy influences stress levels among employees in an organization. Changes in the business cycle crate economic uncertainties. Political uncertainties can be stress inducing. Technological uncertainty can cause stress because new innovations can make an employee's skills and experience obsolete in a very short period of time. 2. Organizational factors Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples. Task demands are factors related to a person's job. They include the design of the individual's job (autonomy, task variety, degree of automation) working conditions, and the physical work layout. Role demands relate to pressures that are a function of the role an individual plays in an organization. a. Role conflicts create expectations that may be hard to reconcile or satisfy. b. Role overload is experienced when the employee is expected to do more than time permits. c. Role ambiguity is created when role expectations are not clearly understood. d. Interpersonal demands are pressures created by other employees. e. Organizational structure defines the level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. Excessive rules and lack of participation in decisions might be potential sources of stress. Organizational leadership represents the managerial style of the organization's senior executives. CEOs by virtue of their managerial styles create an organizational culture which reflects tension, fear and anxiety. They overemphasize tight control, hire and fire policies which keep organizational members on hot seat and create stress among them. f. Individual factors: g. These are factors in the employee's personal life. Primarily these factors are family issues, personal economic problems, and inherent personality characteristics. h. Broken families, wrecked marriages and other family issues may create stress at workplace as well. i. Economic problems created by individuals overextending their financial resources. Spending more than earnings stretches financial positions, create debt situation leading to stress among individuals. j. A significant individual factor influencing stress is a person's basic dispositional nature. Over-suspicious anger and hostility increases a person's stress and risk for heart disease. There individuals with high level of mistrust for others also cause stress for themselves. k. Stressors are additive- stress builds up. Individual differences 1. Five individual difference variables moderate the relationship between potential stressors and experienced stress: a. Perception b. Job experience c. Locus of control d. Self-efficacy e. Hostility

Corticotropin-Releasing Hormone (CRH)

There are a few components in the body which control the response to stress. These glands are the hypothalamus and pituitary glands in the brain, and the adrenal glands which are located on the kidneys.

There are five types of stressors that people need to recognize. These happen to be Brief naturalistic, Acute time-limited, Chronic, Distant and, Stressful events sequences.

Humanism

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........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................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