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Nama/Nim: Anita Galih S /

145060707111008

Stress  :  psychological andphysical reaction to certain lifeevents or situations, tergantgindivid msg2.Stressors: life events yg bikinstress. stress reactivity: bloodpressure,muscle tension krnbody nerima stress. Strains:  if reaksi sik periods longer thanour body can torelate, jd (-sik!psyco. "ustress: thefeelings of stress get cnvrted

into (# energy! actuallybecome motivating. optimallevel of arousal: too stressed,performnce $ill decline.negative stress, kno$n asdistress. Kecenderunganstress%.Stress &ersonalities: type ' multitasking,gak sabaran,fast.)ype * rela+ed. euroticism cenderung untuk memahamiperisti$a sebagai stres dan lebihcenderung memiliki reaksinegatif terhadap peristi$a stresdrpd org biasa.2.ender, "tnis, dan as :

minority groups have higherlevels of stress than dononminorities./.Stress sensiti0ation :1esensiti0ationcan occur through learning ne$behaviors to handle stress and$orkingthrough your feelings about paststress.Sumber stress%.&ersonal Stressors: non$orkissues as family and intimaterelationships, marriage, divorce,health issues, nancial problems,and raising children.

ear : takut ngadepin sesuatu,contoh: pas sma takut pas kuliahgimana, takut gagal, takut nyobahal2 baru.esistance: illustration of  resistanceto change is holding on to oldtraditions that are no longerfeasible, krn udh kebiasaangamau coba yg baru.esentment: kebencian, don3tunderstand $hy $e have tomake the change, and don3t likeho$ the changemakes us feel.2. 4ccupational Stressors:5ob 6haracteristics : %.rolecon7ict :  $hen our $orke+pectations and $hat $e think$e should be doing don3t matchup $ith the $ork $e actuallyhave to do. (role manager nyahrs ada rapat tp role as motherharus nnt anaknya tanding bola.2.ole ambiguity: $hen anindividual3s job duties andperformance e+pectations arenot clearly dened. 5obnyagajelas, dia makinstruggle,depressed,! tdk minat/.ole 4verload: $henindividuals either feel they lack

the skills or $orkplace resourcesto complete a task or perceivethat the task cannot be done inthe re8uired amount of time.Tminimi!e "e ha#e t getclari$catin abut ur %bduties&/.4rgani0ationalStressors:person9organi0ation t refers to ho$

$ell such factors as yourskills,kno$ledge, abilities,e+pectations, personality,values, and attitudes matchthose of the organi0ation. yk dimiliter kita hrs cocok.6hange, relations $ith others,4rgani0ational &olitics (self-serving behaviors employeesuse to increase the probability of obtaining positive outcomes inorgani0ations..;. Stressors in the &hysical nformal : roupsthat arise from individual eCortsand develop around commoninterests and friendships ratherthan deliberate design.>nterestgroup : may aDliate to achievesome mutual objective ($aiterspooling their tips friendshipgroup:  have something incommon, such as age, gender,political beliefs, desire to playthe same sport, or ethnicbackground. (lbh kuat drpdformal

alasan )rm gru-s:  %. )heSatisfaction of eeds : security,social, esteem (butuh dihormati,&ro+imity:  involves the physicaldistance bet$een employeesperforming a job. 'ttraction:designates the degree to $hichpeople are dra$n toeach other because of  perceptual, attitudinal,performance, or motivationalsimilarity. (space station cre$sneed to be trained ininterpersonal, emotional

support, and group interactionskills. roup goals:  )he person$ho voluntarily joins the after-hours group believes thatlearning the ne$ system is anecessary and important goal foremployees.economics:  groupsform because individuals believethat they can derive greatereconomic benets from their jobs if they organi0e.5 stage mdel : forming  (testposition,msh nanya2 sm anggotalain,storming(kon7ik,debat,e+periment,norming($ork efektif,a$al kohesifness,performing

(struktur terbentuk, fokus digoals,mature ,adjourning(goalstercapai,siap bubar..*.unctuated (uilibriumdel:

Karateristi Gru-:structure  each memberoccupies a position in the group

2status hierarch3 a person isassigned status because of suchfactors as job seniority, age, orability2roles tiap peran kerjanyadi bidang masing22nrmsstandar yg di share sm anggota(ada yg # ! - 2leadershi-2chesi#enesskekuatan!komitment menjaga

grup. roupthink (' cohesivegroup3sdesire for agreement interferes$ith the group3s considerationof alternative solutions  %.>llusion of invulnerability.Eembers of groups believe that

they are invincible. 2. )endencyto morali0e. 'ny opposition togroup vie$s is characteri0edbymembers as $eak, evil, orunintelligent., /. eeling of unanimity (gayakin sm leader,;.pessure to conform(harusnurut ,?.menentang ideasdismissed.2ni2 scialla$ng (berubah jd gakkontribusi.Naturet3-es ) team:%.&roblem solving team(team of engineers,geologist bantu di oilcompany,2. Firtual team(a teamthat relies on interactivetechnology to $ork together$hen separated by physicaldistance, /.cross-functionalteam(individu dr dept beda tp %proyek dasar yg sama,;.skunk$orks(team yg inovasiinne$ products,e+:us,designers.?.self-directed$ork team. easn team

)rmed:"nhanced&roductivity,lattening4rgani0ations,le+ible1ecisions,

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time hori0on,statusincongruency, persepsi gakakurat, increased demand forspecialist.onsekuensi dysfunctionalintergroupcon7ict:>ncreasedroup6ohesiveness,rise in autocratic (selshleadership, focus on activity,penekanan on loyalty.6hanges bet$een roups:persepsi berubah, negativestereotype, komunikasimenurun. Eanaging intergroup

con7ict : %.problem solving:reduce tegangan dgn ketemumeeting yg bersangkutan.2.superordinate goals: kerjasamauntuk mencapai goals./.pengembangan sumber daya,;.avoidkon7ik,?.smoothing,A.compromise,G.authorative6ommand,H.'ltering=umanFariable!antiormalStructure,I.identify commonenemy.roup negotiation: roupnegotiations take place$henever one group3s $orkdepends on the cooperation and

actions of another group over$hich the rst group3s managerhas no control.&renegotiation )asks:understanding the other side,kno$ing all the optionsegotiaton )actics: good9bad guyteam,theibble(afteragreement,joint problemsolving(harus adil,po$er of competition,splitting thediCerence,lo$-balling(lo$ oCersto lo$er grup3s e+pect.; tipe personality manager saatnegosiasi)he po$er seeker(task ! result

oriented, thepersuader(social,ambisius, thereliableperformer(solid,supportive, thelimited performer(gak pede.)eam *uilding: encouraging ppl$ho $ork together to meet as agroup in order to identifycommon goals, improvecommunications, and resolvecon7icts.6ritical "lements to success:managementcommitment,trust,shareinfo,training,union partnership.Jeadership: an attempt to use

in7uence to motivate individualsto accomplish some goal.Jeadership "mergence(Eunculnya pemimpin adalahgagasan bah$a orang-orangyang menjadi pemimpin memilikisifat-sifat atau karakteristik yangberbeda dari orang-orang yangtidak menjadi pemimpin.Eotivasi untuk jdleader(chan!dragso$:%.identitas afektif diamenikmati untuk berpartisipasidan memimpin 2.non - kalkulatif  mencari posisi pemimpin jikapunya keuntungan (contoh inginjd pemimpin karena gaji besar/.Sosial-normatif   menjadipemimpin karena ke$ajiban(contoh giliran memimpinupacara yg telah dijad$alkan&erformansi pemimpin:pemimpin yang cerdas, ramah,dan mandiri akan lebih suksesdaripada pimipinan yang pemalu

dan pendiam.  =ubungan antarakarakteristik pribadi danperformansi pemimpin: %.)raits( sifat  pemimpin yang terbiasamenyapa rekan kerja nya dapatmenghilangkan rasa malu yangada pada dirinya.(abilities,personality,motivation2.eeds(kebutuhan arakteristik diri yang telahmenerima dukungan berkaitandengan kebutuhan akankekuasaan, penghargaan danaliasi./.)ask : menstruktur

peran mereka sendiri danba$ahan mereka untukmencapai tujuan formal grup vs&erson 4rientation : percayabah$a pekerja pada hakekatnyatermotivasi secara intrinsik,mencari tanggung ja$ab.&emimpin yang tidaksukses:uranglatihan,epribadianburuk,Eenunjukkan kinerja tugasyang buruk,Eiskinperencanaan,organisasi, dankomunikasi.>nteraksi antara pemimpin dansituasi yang ada: %.Situasi yang

menguntungkan )ugas terstruktur memiliki tujuanyang dinyatakan secara jelasdan dikenal oleh anggotakelompok.ekuatan posisipemimpin,pemimpin-anggotahubungan. Semakin banyakba$ahan seperti pemimpinmereka, yang lebihmenguntungkan situasi. 2.>klimorg0(gaya kepemimpinan:>nformation style in a climate of ignorance(ada leader yanghanya dia yg bisamengendalikan suatupermasalahan, karena hanya dia

yg meneguasaiinformasi.Eagnetic style in aclimate of despair(Eemimpindengan energik dan optimis danhanya efektif di iklim keputusasaan.&osition style in a climateof instability(karena dia adalahpimpinan sehingga anggotaharus menuruti apa yangdiperintahkan.  'Dliation stylein a climate an+iety(peduli % smlain. 6oercive style in a climateof crisis(re$ard!punishment. )actical style in a climate of disorgani0ation (strategisSeorang leader untuk ba$ahan

harus:%. >nstrumental style mampumerancang, meng-organisir, danmengontrol aktivitas pekerja2. Supportive style memberikan kesempatan2kepada pekerja/. &articipative style berbagiinformasi dgn pekerja danmembolehkan pekerjaberpartisipasi dalam decisionmaking;. 'chievement oriented stylemembuat goals yang menantangdan menaikan re$ards.=ubungan dengan ba$ahanJEK ( leader L membere+change mengaturhubungan antara dua orang(adyad, posisi pemimpin yangberada diatas ba$ahan (verticaldan hubungan antar perilakumereka.  Spesic JeaderSkills:%.epemimpinan melaluipembuatan keputusan,2.

epemimpinan melalui kontak :manajemen dengan berjalan )eori ini menjelaskan bah$apemimpin dan manajer harusbekerja sama, berkomunikasidengan baik,/.epemimpinanmelaluikekuatan,;.epemimpinanmelalui pandangan :kepemimpinan transformasiepemimpinan ini fokusterhadap perubahan tujuan,nilai, etika, standar, danperformansi orang lain.?.

epemimpinan melaluikepercayaan (bujukan. *ukugibson )raits: abilities (>ntelligence, inthe larger sense of the term,involves judgment, kno$ledge,and 7uency of speech,get along$ith people,personalitytraits(alertness, energy level,tolerance for stress, emotionalmaturity, originality, personalintegrity, and self-condence,motivation(persuasiveness,self-starter,strong needfor achievement.Jeader3s behavior: task

oriented,personoriented,>nitiatingStructure(Jeadership acts that imply thestructuring of jobtasks!esponsibilitiesorollo$e

rs,consideration ('cts of theleader that sho$ supportiveconcern for the follo$ers in agroup.,transaksional,transformational.Situational theory of leadership:'n approach to leadership thatadvocatesthat leaders understand theiro$n behavior,the behavior of their

subordinates, and the situationbefore utili0ing a particularleadership style. )his approachre8uires the leader to havediagnostic skills in humanbehavior.6ontingency Jeadership Eodel:leadership style, situationalfactors: leader-memberrelations(' factor in the iedlercontingency model that refers tothe degree of condence, trust,and respect that the leaderobtains from theollo$ers., task structure (ho$structured a job is $ith regard to

re8uirements, problemsolvingalternatives, and feedback on job success., position po$er(refers to the po$er inherent inthe leadership position.,favorableness of the situation()hese situations $ill diCer in thedegree to $hich they arefavorable to the leader3sin7uence attempts. leader-follo$er trust, group readiness."Cectiveesults:production,8uality,eDciency,satisfaction,competitiveness,development,survival.Jeadership beda sm manajemen,manajemen blm tentu leader,krn tgs manajer:planning,organi0ing,! controllingtp blm tentu mempengaruhibehavior dan blm tentuberinteraksi. leader can make adiCerence in measures of organi0ationaleCectiveness:  production,eDciency, 8uality, 7e+ibility,

satisfaction, competitiveness,and development.&ath-goal leadership model: )heory that suggests a leaderneeds to in7uence follo$ers3perceptions of $ork goals,selfdevelopment goals, andpaths to goal attainment.Jeadership *ehavior:  )hedirective leader tends to letsubordinates kno$ $hat3se+pected of them.  )hesupportive leader treatssubordinates as e8uals.  )he

participative leader consults $ithsubordinates and considers theirsuggestions and ideas beforereaching a decision.  )heachievement-oriented leadersets challenging goals.&ath-oal &roportions: e+tentthat ba$ahan akan meniruperilaku untuk futuresatisfaction, leader behavior ismotivational dan hrs ngasihre$ards.&ath-oal Eodel:

6hange Eanajemen

6hange agents: people $ho actas catalysts and assume theresponsibility for managingchange activities.4utside agents: can oCer anobjective perspective, usuallyhave an inade8uateunderstanding4f4rg0=istory,culture,operating procedures,andpersonnel.>nternal agents: =ave to live $iththe conse8uences of theiractions,may be morethoughful,may be more cautious.'pproaches )o Eanaging6hange:

Je$in3s )hree-StepEodel,otter3s "ight-Step &lanfor >mplementing 6hange, 'ctionesearch, 'ppreciative >n8uiry.Je$in3s )hree-Step 6hangeEodel : unfree0ing 6hangeeCorts to overcome thepressures of both individualresistance and groupconformity(.'rousedissatisfaction $ith the currentstate.,'ctivate and strengthentop management support., Mseparticipation in decision making.,*uild in re$ards. moving: "Cortsto get employees involved in thechange process. ("stablish goals,>nstitute smaller, acceptablechanges that reinforce andsupport change.,1evelopmanagement structures forchange.,Eaintain open, t$o-$aycommunication.efree0ing:Stabili0ing a change interventionby balancing driving and

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restraining forces.( *uild successe+periences.,e$ard desiredbehaviour.,1evelop structures toinstitutionali0e the change.,Eakechange $ork."+hibit %N-H otter3s "ight-Step&lan for >mplementing 6hange

%. "stablish a sense of  urgency.

2. orm a coalition./. 6reate a ne$ vision.;. 6ommunicate the

vision.?. "mpo$er others to act.

A. 1evelop short-termO$ins.P

G. 6onsolidateimprovements.

H. einforce changes.'ction esearch: ' changeprocess based on the systematiccollection of data and thenselection of a change actionbased on $hat the analy0ed dataindicate.)he &rocess of 'ction esearch:1iagnosis,'nalysis,eedback,'ction,"valuation. 'ppreciative>n8uiry: 'n approach to changethat seeks to identify the uni8ue

8ualities and special strengths of an organi0ation, $hich can thenbe built on to improveperformance.  Steps of  'ppreciative >n8uiry:1iscovery,1reaming,1esign,1estinySources of >ndividual esistanceto 6hange

6ynicism 'bout 6hange%.eeling uninformed about $hat$as happening.2.Jack of communication andrespect from one3s supervisor.

/.Jack of communication andrespect from one3s unionrepresentative.;.Jack of opportunity formeaningful participation indecision making.Sources of 4rgani0ationalesistance to 6hange

4vercoming esistance to6hange"ducation and communication-)his tactic assumes that thesource of resistance lies inmisinformation or poorcommunicati"ducation!communication

-*est used: Jack of information,or inaccurate information&articipation and involvement-&rior to making a change, thoseopposed can be brought into thedecision process.-*est used: