Stress

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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Yes it does have an affect,you tend to have a lower defense.

* Horses have feelings but it's not proven that they really can cry.

* Horses can cry it is proven by the HAOHASOOAS (horse authorities of health and safely of other animals society) most ponies or horses can cry when giving birth, or hurt themselves.

* My horse once cried. He fractured his skull and had A splitting head ache. He's OK now though, but he was crying tears.

Sound military training (drill), sound personnel policies, and good leadership

Stress is a reaction rather than one individual thing. There are many causes of stress and how we react to them differs from person to person.

The cause of stress is when something drastic happens to your body or your surroundings. It changes the homeostasis and therefore the effect is you go into shock or become emotional. Ways to relieve stress are laughter, exercise (especially running), communicating, taking a vacation, sleep, sitting in deep thought, etc.

• When a husband has an affair on his wife it is normal to find it ugly; humiliating and that you are angry because you once trusted your husband and he broke that bond of trust. It leaves you feeling betrayed and mistrustful of him. No one forgets traumas in their life, but, in time the most painful part of the trauma does ebb. You have a right to be angry so get it out of your system, but wise people turn that anger into a productive way of either saving the marriage by seeking marriage counseling and trying to overcome this affair and again being happy together as a married couple or leaving the marriage and becoming a stronger woman for it and eventually, if the wife chooses to leave she will meet someone else in her future that will make her happy and gives her the respect she deserves. If the husband has only cheated once then 'to err is human' although it doesn't make it right and it is worth saving the marriage, but if the husband has one affair after the other it is best to move on because he has not learned his lesson or is too selfish to care whether these affairs hurt you and the rest of the family.

Phyical

No this isn't normal. Bleeding outside of the period while on birth control can be pregnancy related or due to the doseage of BC not being suitable for you. See your Doctor for a pregnancy blood test & if its negative speak to your Doctor about a alternative BC. Can you find out if your pregnant before your period is due in one weeks time>

Some ways of relieving stress are exercise, meditation, going for a walk, listening to soothing music, daydreaming, doing something you enjoy like a hobby, writing down your feelings, talking with a trusted friend or family member, laughing. Laughter is an underused form of dealing with stress. Watch a funny movie to make you laugh, or a stand-up comedian or show you like that makes you laugh. Or even a non-funny show that gets your interest and helps you feel better. Take a nice long bubble bath or a hot shower. Snuggle under the covers with a good book. Deep, slow breathing can also help. There are many ways to relieve stress. You just have to find what works best for you.

Very simply stated: Stress causes an increase in the hormone cortisol. Cortisol is a glucocorticoid steroid and has a supressive effect on the immune system, as do all glucocorticoid steroids (ex. dexamethasone). They suppress the inflammatory process which is critical in a properly functioning immune system.

The ways in which the immune system is suppressed by glucocorticoids is EXTREMELY complex, but a simple way to put it is that it keeps white blood cells from doing their job and keeps them from communicating with other white blood cells.