ORGANIZATIONAL BEHAVIOUR

PRESENTED TO: PRESENTED BY:

Ms. BHAWANA SAUN ASHUTOSH GUPTARAJENDRA SINGHADITYA GANGRADE

INSTITUTE OF MANAGEMENT

STUDIES DAVV, INDORE

A DYNAMIC CONDITION IN WHICH AN INDIVIDUAL IS

CONFRONTED WITH AN OPPORTUNITY, CONSTRAINT, OR

DEMAND RELATED TO WHAT HE OR SHE DESIRES AND

FOR WHICH THE OUTCOME IS PERCEIVED TO BE BOTH

UNCERTAIN AND IMPORTANT.

A MODEL OF STRESS

POTENTIAL STRESS

ENVIRONMENTAL FACTORS

• ECONOMIC UNCERTAINITY

• POLITICAL UNCERTAINITY

• TECHNOLOGICAL UNCERTAINITY

ORGANISATIONAL FACTORS

• TASK DEMANDS

• ROLE DEMANDS

• INTERPERSONAL DEMANDS

• ORGANIZATIONAL STRUCTURE

• ORGANIZATIONAL LEADERSHIP

• ORGANIZATIONS LIFESTAGE

INDIVIDUAL FACTORS

• FAMILY PROBLEMS

• ECONOMIC PROBLEMS

• PERSONALITY

INDIVIDUAL DIFFERENCES

• PERCEPTION

• JOB EXPERIENCE

• SOCIAL SUPPORT

• BELIEF IN LOCUS OF

CONTROL

• SELF – EFFICACY

• HOSTILITY

EXPERIENCED STRESS

PHYSIOLOGICAL SYMPTOMS

• HEADACHES

• HIGH BLOOD PRESSURE

• HEART DISEASE

PSYCHOLOGICAL SYMPTOMS

• ANXIETY

• DEPRESSION

• DECREASE IN JOB

SATISFACTION

BEHAVIOURAL SYMPTOMS

• PRODUCTIVITY

• ABSENTEEISM

• TURNOVER

CONSEQUENCES

POTENTIAL SOURCES OF STRESS

ENVIRONMENTAL FACTORS

ORGANIZATIONAL FACTORS

INDIVIDUAL FACTORS

POSITIVE STRESS

IT IS AN OPPORTUNITY WHEN, IT OFFERS POTENTIAL GAIN.

EX: THE SUPERIOR PERFORMANCE THAT AN ATHELETE OR STAGE

PERFORMER GIVES IN “CLUCH” SITUATIONS. SUCH INDIVIDUALS

OFTEN USE STRESS POSITIVELY TO RISE TO THE OCCASION AND

PERFORM AT OR NEAR THEIR MAXIMUM.

SIMILARLY, MANY PROFESSIONALS SEE THE PRESSURES OF HEAVY

WORKLOAD AND DEADLINES AS A POSITIVE CHALLENGES THAT

ENHANCE THE QUALITY OF THEIR WORK AND THE SATISFACTION THEY

GET FROM THEIR JOB.

NEGATIVE STRESS

Negative stress is the reaction to a situation or

event that puts you under great pressure. It is

experienced when stress when people doubt their

capability and don't believe they can meet the

challenge and thrive.

INDIVIDUAL DIFFERENCES

ABILITY TO HANDLE STRESS

PERCEPTION OF REALITY

APPROACH TO THE PROBLEM

SOCIAL SUPPORT

SELF EFFICACY

PERSONALITY TRAITS

CONSEQUENCES OF STRESS

PHYSIOLOGICAL SYMPTOMS

PSYCHOLOGICAL SYMPTOMS

BEHAVIOURAL SYMPTOMS

METHOD FOR IDENTIFY THE CAUSES OF STRESS

STRESS MANAGEMENT

The objective of stress management is to keep stress or tension levels within the optimal range for performance, health and well-being. To study how the employees are balancing their Stress Management. The main objective of this project is to find out the reasons for Stress.

APPROACHES TO MANAGE STRESS

ORGANIZATIONAL APPROACH• IMPROVED PERSONNEL SELECTION

• JOB PLACEMENT

• TRAINING

• USE OF REALISTIC GOAL SETTING

• REDESIGNING OF JOBS

• INCREASED EMPLOYEE INVOLVEMENT

• IMPROVED ORGANIZATIONAL COMMUNICATION

• OFFERING EMPLOYEE SABBATICALS

• ESTABLISHMENT OF CORPORATE WELLNESS PROGRAMME

INDIVIDUAL APPROACH

• IMPLEMENTING TIME MANAGEMENT TECHNIQUES

• INCRESING RELAXATION TRAINING

• EXPANDING THE SOCIAL SUPPORT NETWORK

STRESS MANAGEMENT STRATEGIES

• ATTITUDE

• LAUGH

• MEDITATION & EXERCISE

• HEALTHY EATING

•

• AVOID CIGARETTES

• RELAXING YOUR MIND & BODY

• SLEEP

• HEALTHY RELATIONSHIP

• TIME MANAGEMENT

• ORGANIZATION

• BUDGET

• SPIRITUALITY

• DETERMINE YOUR LEARNING STYLE

• SLOW DOWN

• FIND A SUPPORT SYSTEM

• MAKE CHANGES IN YOUR SURROUNDING

• DELEGATE RESPONSIBILITIES

Benefits of Stress Management Physical health gets better

-more energy and stamina

Emotions stabilized

-positive attitude

-hopeful/happier

Ability to focus improved

-able to learn and achieve

Success Stories/

Case Studies

GSK implemented a “Team Resilience” program for its employees

and managers in 2001 to take corrective team actions against

job stressors. The program included an employee survey to

determine the sources of stress, which identified late meetings,

artificial deadlines and other on-the-job stressors. By the end of

2008, participants reported an 80 percent reduction in workplace

pressures, a 25 percent drop in work/life conflict, and a 21 percent

increase in satisfaction with GSK as an employer.

Wellness ProgramsEstimate suggests J&J’s program has saved the

company $22.4 million per year. The initiative has

several goals:

• 91% of employees will be tobacco free

• 90% of employees will have blood pressure of 140/90 or better

• 85% of employees will have a total cholesterol below 240

• 75% of employees will be physically active, define as 30

minutes of activity three or more times each week

• 60% of employees will be trained in resilience/stress

management

CONCLUSION

WE FOUND THAT EXISTENCE OF WORK STRESS , IN AND OF ITSELF

NEED NOT IMPLY LOWER PERFORMANCE. THE EVIDENCE INDICATES

THAT STRESS CAN BE EITHER A POSITIVE OR A NEGATIVE INFLUENCE

ON EMPLOYEE PERFORMANCE. FOR MANY PEOPLE, LOW TO

MODERATE AMOUNTS OF STRESS ENABLE THEM TO PERFORM THEIR

JOBS BETTER, BY INCRESING THEIR WORK INTENSITY, ALERTNESS

AND ABILITY TO REACT. HOWEVER A HIGH LEVEL OF STRESS , OR

EVEN A MODERATE AMOUNT SUSTAINED OVER A LONG PERIOD,

EVENTUALLY TAKES ITS TOLL, AND PERFORMANCE DECLINES. THE

IMPACT OF STRESS ON SATISFACTION IS FAR MORE STRAIGHT-

FORWARD. JOB- RELATED TENSION TENDS TO DECREASE GENERAL

JOB SATISFACTION. EVEN THOUGH LOE TO MODERATE LEVELS OF

STRESS MAY IMPROVE JOB PERFORMANCE, EMPLOYEES FIND

STRESS DISSATISFYING.

BIBLIOGRAPHY WWW.SLIDESHARE.NET

WWW.MANAGEMENTGUIDE.COM

ORGANIZATION BEHAVIOUR (Stephen p Robbins.)

www.mbanotesravi.com

www.sas.calpoly.edu

www.mc.edu