Managing organizational behaviour - Stress Management

8/16/2019 Managing organizational behaviour - Stress Management

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Prepared by Charlie CookThe University of West Alabama

© 2012 South Western! a part of Cen"a"e #earnin"All ri"hts reserved$

Stress %ana"ementStress %ana"ementChapter &

1010thth EditionEdition

Managing Organizational BehaviorManaging Organizational BehaviorMoorhead & GriffinMoorhead & Griffin


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After studying this chapter you should be able to:

• Define and describe the nature of stress.

• Identify basic individual differences related to stress.

•Identify and describe common causes of stress.

• Discuss the central consequences of stress.

• Describe various ays that stress can be managed.

• Discuss or!"life lin!ages and their relation to stress.

#hapter $earning %b&ectives


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)he *ature of +tress

A person’s adaptive response to astimulus that places excessive psychological or physical demands

on that person


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)he *ature of +tress

• )he +tress -rocess originated from Dr. /ans +elyefindings0 – Selye introdu'e the (eneral Adaptation SyndromeSelye introdu'e the (eneral Adaptation Syndrome

)(AS* and the 'on'epts of eustress and distress$)(AS* and the 'on'epts of eustress and distress$

(eneral Adaptation Syndrome )(AS*(eneral Ada

ptation Syndrome )(AS*• According to this model1 each of us has a normal level of

resistance to stressful events.• +ome tolerate a great deal of stress and others much less.

/o ever1 everyone have a threshold at hich stress starts toaffects us.

• A+ identifies three stages of response to a stressor alarm!resistan'e! e+haustion


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)he *ature of +tress cont.0• )he A+ begins hen a person first encounters a stressor.

• )he first stage is !no n as alarm $-erson starts to feel somedegree of panic and begin to onder ho to cope.

• If it is too e4treme1 person may start to resist the negativeeffects of the stressor by trying to calm do n1 calling homeand tal! ith the !ids or going out for dinner etc.

• If the person managed to complete the tas! on time1 he5sheill head home tired but happy. /o ever1 if the person literally

gives up or e+hausted and can no longer fight the stressor1he5she ill may fall asleep at their des! and fail to finish thereport.

6ho says I am stressed out


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7.1 )he eneral Adaptation +yndrome


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)he *ature of +tress cont.0

• Sour'es of stress

– Eustress: pleasurable stress accompanying positive eventsDr. Selye pointed out that sources of stress need not be bad. Sometimes receiving “good” things such as receiving a bonus anddeciding on how to spend, can also lead to stress. Other example getting married, promoted, receiving award etc.!t can lead to a number of positive outcomes for the individual

– Distress: unpleasant stress accompanying negative events"xcessive pressure, unreasonable demands on our time, bad news etc. fall into this category.

#his form of stress, generally results in negative conse$uences for the individual.


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Individual Differences and +tress – -ersonality -rofiles

• )ype A -ersonality -rofile)ype A -ersonality -rofile – People who are extremely competitive, highly

committed to work, have a strong sense of timeurgency

– This type of person is likely aggressive, impatient andhighly work oriented.

– He / She has a lot of drive and motivation and wants toaccomplish as much as possible in a short time as possible.

• )ype -ersonality -rofile)ype -ersonality -rofile –

ess competitive, less committed to work, have aweaker sense of time urgency – This type of person feels less conflict with either people

or time and has a more balanced, relaxed approach tolife.

– He / She has more confidence and is able to work at a

constant pace.

Whi'h one is the best, According to researchers1 it

depends on individualcharacteristics. /o ever1type A person ill be moreli!ely to get coronary heartdisease compared to type

.


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Individual Differences and +tress

• /ardiness/ardiness – ! person"s ability to cope with stress. – People with hardy personalities have an internal locus

of control, are strongly committed to the activities intheir lives and view change as an opportunity for

advancement and growth. – They are relatively unlikely to suffer illness if they

experience high levels of pressure and stress.

• %ptimism%ptimism – The extent to which a person sees life in relatively

positive or negative terms – ! person with a lot of optimism will always look at

challenges as an opportunity. #hile, a person with lessoptimism $a pessimist% will always see it negatively.

– &ptimistic people tend to handle stress better.

o Individual differences related to stress are categori=ed into:Individual differences related to stress are categori=ed into:


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'eference( Adapted from >ames #. ?uic! and >onathan D. ?uic!1 &rgani)ationalStress and Preventive *anagement @c ra "/ill1 ;98(0 pp. ;91 ((1 and 73.

#auses and#onsequences

of +tress


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%rgani=ational +tressors

• 6or!place +tress actors – )as! Demands• Associated ith the specific &ob a person

performs

– -hysical Demands• Associated ith the &obBs physical setting and

requirements

– Cole Demands• Associated ith the e4pected behaviors of a

particular position in a group or organi=ation – Interpersonal Demands

• roup pressures1 leadership1 personalityconflicts


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%rgani=ational +tressors: Cole Demands• Cole

– A set of e4pected behaviors associated ith a particular position in a groupor organi=ation.

• Cole +tress – Cole ambiguity due to unclear roles – Cole conflict due to:

• Interrole conflict – conflict bet een roles. 4ample: as a husband ife as! tocome home early0 and as an employee boss as! to do over"time0

• Intrarole conflict – conflict occur hen a person gets conflicting demands fromdifferent sources ithin the same conte4t of the role. 4ample: @gmt. as! to putmore pressure on staff to follo ne or! rules but at the same time subordinatese4pect he5she to get the rules change

• Intrasender conflict – occurs hen a single source sends clear but contradictorymessages. 4ample: hen a boss inform that there ill be no more over"time forthe month but later on as! someone to stay late on the same evening.

– Cole overload due to role e4pectations e4ceeding an individualBs capabilities


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7.1 @ost and $east +tressful >obs

Top %ost Stressful -obs Top #east Stressful -obs

;. +urgeon ;. Actuary

2. #ommercial Airline -ilot 2. Dietitian

'. -hoto&ournalist '. #omputer +ystems Analyst

(. Advertising Account 4ecutive (. +tatistician

,. Ceal state Agent ,. Astronomer

3. -hysician eneral -ractice0 3. @athematician

7. Ceporter *e spaper0 7. /istorian

8. -hysician Assistant 8. +oft are ngineer


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7.3 6or!load1 +tress1 and -erformance


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4ternal #auses of +tress• $ife +tressors

– vents that ta!e place outside the organi=ation• #ife 'han"e

– %ny meaningful change in a person&s personal or wor'situation. !t can be either directly ( retirement, retrenchmentor indirectly change in residence, the lost of family members

• #ife trauma– %ny upheaval in an individual&s life that alters his or her

attitudes, emotions or behaviors.– Similar to life change, but it has a narrower, more direct and

shorter(term focus.–

"xample divorce, marital problem, family di)culties andhealth problems.– #he dismay of the news may translate into

stress at wor'


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7.2 $ife #hanges and $ife #hange Enits

)he amount of life stress that a person has e4periences in a given period of time1 say one year1 is measured by the total number of life change units $#Es0. )heseunits result from the addition of the values sho n in the right hand column0 associated ith events that the person has e4perienced during the target time period.

Ceprinted from >%EC*A$ % -+F#/%+%@A)I# C + AC#/1 G;;1)homas /. /olmes and Cichard /. Cahe: H)he +ocial Ad&ustmentCating +cale1H #opyright ;9371 ith permission from lsevier.


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#onsequences of +tress

• Individual#onsequences

– ehavioral

– -sychological

– @edical

• %rgani=ational#onsequences

– -erformance

– 6ithdra al

– Attitudes

– urnout


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7.4 Individual and %rgani=ational #oping +trategies


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@anaging +tress in the 6or!place contBd0

• .r"ani/ational Copin" Strate"ies – Institutional -rograms

• Design of &obs and or! schedules

• ostering a healthy or! culture

• +upervision – #ollateral -rograms

• %rgani=ational programs specificallycreated to help employees deal ith stress

– Stress management, health promotion,employee *tness programs, careerdevelopment


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6or!"$ife $in!ages

• undamental 6or!"$ife Celationships – Interrelationships bet een a personBs or! life and

personal life

• alancing 6or!"$ife $in!ages

– Importance of long"term versusshort"term perspectives – +ignificance of evaluating tradeoffs bet een values


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Managing organizational behaviour - Stress Management

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