Organizational BEHAVIOR M C SHANEV ON GLINOW 1 © The McGraw-Hill Companies, Inc. 2000 Irwin/...
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Transcript of Organizational BEHAVIOR M C SHANEV ON GLINOW 1 © The McGraw-Hill Companies, Inc. 2000 Irwin/...
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
1 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
StressManagementStressManagement
5C H A P T E R
F I V E
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
2 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
What is Stress?What is Stress?
• An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being
• Stressors- an environmental condition or stimuli that places physical or emotional demand on a person
• Examples– Physical– Emotional
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
3 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Types of stressTypes of stress
• Episodic Stress- pattern of high stress followed by intervals of relief
• Chronic Stress- constant confrontation of stressors without relief– Effects are:
• constant
• additive
• Distress- stress that has a negative consequence on a person’s well-being
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
4 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
General Adaptation SyndromeGeneral Adaptation Syndrome
• Automatic defense system to help cope with with environmental demands
• Three stages of adaptation– Alarm reaction- perception of stressor– Resistance- ability to cope rises above normal
because of activated defense mechanisms such as adrenaline
– Exhaustion- body must rest and recover from heightened resistance stage
• Prolonged resistance leads to system breakdown
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
5 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Stage 1Stage 1Alarm ReactionAlarm Reaction
Stage 2Stage 2ResistanceResistance
Stage 3Stage 3ExhaustionExhaustion
NormalNormalLevel ofLevel of
ResistanceResistance
General Adaptation SyndromeGeneral Adaptation Syndrome
DANGER ZONE
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
6 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Stressover time
WorkWorkStressorsStressors
PhysicalPhysicalenvironmentenvironment
Role-relatedRole-related
InterpersonalInterpersonal
OrganizationalOrganizational
Stressors and Stress OutcomesStressors and Stress Outcomes
NonworkNonworkStressorsStressors
IndividualDifferences
ConsequencesConsequencesof Stressof Stress
PhysiologicalPhysiological
BehavioralBehavioral
PsychologicalPsychological
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
7 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Role-Related StressorsRole-Related Stressors
• Role conflict– interrole conflict– intrarole conflict– person-role conflict
• Role ambiguity– uncertain duties, authority
• Role overload/underload
• Task characteristics– decisions, monitoring, traffic
problems
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
8 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Stress ResearchStress Research• Type A and complexity leads to cardiovascular
problems
• Job Control, Job Complexity, Self-Efficacy interact to influence blood pressure
• Burnout as a process
• Emotional Exhaustion - lack of energy and a feeling that one’s emotional resources are used up
• Coping Strategy for emotional buffer
• Sense of inadequacy
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
9 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Job Burnout ProcessJob Burnout Process
DepersonalizationDepersonalization
Reduced PersonalReduced PersonalAccomplishmentAccomplishment
Physiological,Physiological,
psychological,psychological,
and behavioraland behavioral
consequencesconsequences
EmotionalEmotionalExhaustionExhaustion
Interpersonal andRole-Related Stressors
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
10 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
AntecedentsAntecedents
• Job Characteristics - client interactions, overload, ambiguity, conflict
• Organizational Characteristics - reward and punishment systems, job context (shift, psych environment, etc.)
• Personal Characteristics - Age, Social Support, Marriage, Expectations, Career progress
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
11 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
ConsequencesConsequences
• Attitudinal
• Behavioral
• Interpersonal
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
12 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Social Support and UnderminingSocial Support and Undermining
• Social Support- interpersonal transactions with others that provide either emotional or informational support– reduces effects of stress
• feel valued
• feel capable of handling a situation
• buffers effects, someone to talk to, etc.
• Social Undermining
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
13 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Cognitive Dissonance TheoryCognitive Dissonance Theory
• Leon Festinger 1967
• Three aspects of attitudes must follow each other– cognitive aspect- knowledge about an object– affective aspect- liking of the object– behavioral aspect- behavior toward the object
• If dissonance is present there is stress and a need to change an aspect of the attitude to produce agreement among the elements
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
14 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Changing Aspects of AttitudesChanging Aspects of Attitudes
• Affected by level of control– “can I control the aspects of my attitude?”– “Do I have a choice regarding performance of the
behavior?”
• Behaviors are set by habit and view of others
• Ignore current knowledge
• Seek knew knowledge
• Alter beliefs
• Hypocrasy effects level of dissonance
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
15 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Emotional LaborEmotional Labor
• Experiencing dissonance as a part of an individual’s role
• Presenting a friendly attitude while holding a negative attitude
• Mainly in service positions where employees must always be “happy”– flight attendants– secretaries
• Backstage areas– out of sight of customer
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
16 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Interpersonal Stressor: Sexual HarassmentInterpersonal Stressor: Sexual Harassment
• Unwelcome conduct -- detrimental effect on work environment or job performance
• Quid pro quo– employment or job performance is conditional
on unwanted sexual relations
• Hostile work environment– an intimidating, hostile, or offensive working
environment
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
17 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Interpersonal Stressor: Workplace ViolenceInterpersonal Stressor: Workplace Violence
• 2 million people experience some form of violence at work each year
• Most common cause of work-related death for women; second most common for men
• Severe distress after experiencing or observing violence
• Also stress from working in high-risk jobs
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
18 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Work-Family StressorsWork-Family Stressors
• Time-based conflict– due to work schedule, commuting, travel– for women -- still do most household chores
• Strain-based conflict – work stress affects home, and vice versa
• Role behavior conflict – incompatible work and family roles
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
19 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Top 10 Life StressorsTop 10 Life Stressors
10. Retirement or quitting
9. Marital reconciliation
8. Fired from work
7. Marriage
6. Personal injury or illness
5. Death of a family member
4. Jail Term
3. Marital Separation
2. Divorce
1. Death
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
20 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
AccountantAccountant
ArtistArtist
Auto MechanicAuto Mechanic
ForesterForester
Low-StressLow-StressOccupationsOccupations
High-StressHigh-StressOccupationsOccupations
Hospital managerHospital manager
Physician (GP)Physician (GP)
PsychologistPsychologist
School principalSchool principal
Police officerPolice officer
911 operator911 operator
U.S. presidentU.S. president
Waiter/waitressWaiter/waitress
Stress and OccupationsStress and Occupations
Medium-StressMedium-StressOccupationsOccupations
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
21 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Individual Differences in StressIndividual Differences in Stress
• Perceive the situation differently
• Different threshold levels of resistance to stressor
• Use different stress coping strategies
• Personality Type
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
22 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Personality TypePersonality Type
• Type A- impatient, restless, competitive, aggressive, under intense perceived time pressure, always attempting to accomplish several things at once– need job and career control– have more health problems and shorter careers
• Type B- does not feel pressure, works slowly and enjoyably on a variety of tasks
• Important to match personality type with position to avoid stress
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
23 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Consequences of DistressConsequences of Distress• Physiological consequences
– 50%-75% of all illnesses– Lower for women– cardiovascular diseases– ulcers, sexual dysfunction, headaches
• Behavioral consequences– work performance, accidents, decisions– absenteeism -- due to sickness and flight– workplace aggression
• Psychological Consequences– moodiness, depression, emotional fatigue
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
24 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Coping with STRESSCoping with STRESS
• Individual Coping Strategies– Problem focused- solve the problem, don’t
procrastinate– Time management- self-management
• scheduling, rewards, punishments– Seeking Help
• mentoring- process of senior performer coaching a junior one
– Change jobs
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
25 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Coping....Coping....
• Emotion-focused– Relaxation
• meditation
• napping– Exercise– Psychological
• Employee Assistance Programs– Recreation– Companionship
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
26 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Family-Friendly and Work/Life InitiativesFamily-Friendly and Work/Life Initiatives
• Flexible work time
• Job sharing
• Telecommuting
• Personal leave
• Childcare facilities
OrganizationalBEHAVIOR
MCSHANE VON GLINOW
27 © The McGraw-Hill Companies, Inc. 2000Irwin/ McGraw-Hill
Other Stress Management PracticesOther Stress Management Practices
• Withdrawing from the stressor– person-job matching– work breaks, stabilization zones, sabbaticals
• Changing stress perceptions– self-efficacy, self-leadership
• Controlling stress consequences– relaxation and meditation– fitness and lifestyle programs
• Social support– emotional and informational