MGMT4534 Class 4 Both

Human Behavior in Human Behavior in OrganizationsOrganizations

MGMT 4534 MGMT 4534 (Monday -Wednesday Sessions)(Monday -Wednesday Sessions)

Class 04 – “What about stress Class 04 – “What about stress at work . . . And emotions”at work . . . And emotions”

Dr. James A. BurresciaDr. James A. Burrescia

Dr. Jim Burrescia 2

Class 4 – What to expect! Class 4 – What to expect! (Monday)(Monday)

Saturday: November 19, 2005Administrative / Introductions 1:00 – 1:30

Break #1 1:30– 1:40

Session 1 1:40– 2:30

Break # 2 2:30 – 2:45

Session 2 2:45 – 3:40

Wrap-Up 3:40 – 3:50

Dr. Jim Burrescia 3

Class 4 – What to expect! Class 4 – What to expect! (Wednesday)(Wednesday)

Saturday: November 19, 2005Administrative / Assignments 7:00 – 7:30

Break #1 7:30– 7:40

Session 1 7:40– 8:30

Break # 2 8:30 – 8:45

Session 2 8:45 – 9:40

Wrap-Up 9:40 – 9:50

Dr. Jim Burrescia 4

Access Class WebsiteAccess Class Website

http://coursesite.cl.uh.edu/BPA/burrescia/

Emotions and StressEmotions and Stresson the Jobon the Job

Class Session 4Class Session 4

Dr. Jim Burrescia 6

Learning ObjectivesLearning Objectives

1. Distinguish between emotions and moods.2. Describe the effects of emotions and moods on

behavior in organizations.3. Describe ways that people manage their

emotions in organizations.4. Identify the major causes and consequences of

stress.5. Identify various organizational resources for

managing stress.6. Identify various ways that we can manage our

own stress as individuals.

Dr. Jim Burrescia 7

Emotions and MoodsEmotions and Moods

EmotionsEmotions: Overt reactions that express feelings about events.– Emotions always have an object.– There are six major categories of emotions.– Expression of major emotions is universal.– Culture determines how and when people

express emotions. Display RulesDisplay Rules: Cultural norms about the appropriate

ways to express emotions. MoodMood: An unfocused, relatively mild

feeling that exists as background to our daily experiences.

Dr. Jim Burrescia 8

Categories of EmotionCategories of Emotion

Dr. Jim Burrescia 9

Emotions, Moods, and Job Emotions, Moods, and Job PerformancePerformance

People in highly emotional states have lower job performance. Especially true in the case of negative emotions.

People showing high positive affectivity make better decisions than those showing high negative affectivity.

Being in a positive mood helps people recall positive things and being in a negative mood helps people recall negative things.

People report greater satisfaction with their jobs while they are in a good mood.

Being in a good mood leads people to judge the work of others more positively.

People who are in a good mood also tend to be more generous and are inclined to help their fellow workers.

People who are in a good mood are inclined to work more carefully with others to resolve conflicts.

Dr. Jim Burrescia 10

Class QuestionClass Question

ReviewReview: What are emotions and how do they influence people’s behavior in organizations?

Class QuestionClass Question

DiscussionDiscussion: What advice would you give to a company interested in managing emplotee’s emotions in times of stress?

Class Question Class Question

DiscussionDiscussion: What are emoticons, and what role do they play in communication by e-mail?

http://www.computeruser.com/resources/dictionary/emoticons.html

;-) Wink ~ Steaming Mad

Managing Emotions in Managing Emotions in OrganizationsOrganizations

Emotional DissonanceEmotional Dissonance: Inconsistencies between the emotions we feel and the emotions we express.

Emotional Labor:Emotional Labor: The psychological effort involved in holding back one’s true emotions.

Organizational CompassionOrganizational Compassion: Steps taken by organizational officials to alleviate the suffering of its employees or others.

Organizational Organizational CompassionCompassion

Class DiscussionClass Discussion

1. We all experience emotions, but some people disguise their true feelings better than others. Do you think this is a helpful or harmful thing to do? Under what conditions do you think it would be most useful to express your true feelings? Likewise, when do you think it would be best to keep your feelings to yourself?

StressStress

StressorStressor: Any demand, either physical or psychological in nature, encountered during the course of living.

StressStress: The pattern of emotional states and physiological reactions occurring in response to demands from within or outside an organization.

Cognitive AppraisalCognitive Appraisal: A judgment about the stressfulness of a situation, based on the extent to which someone perceives a stressor as threatening and capable of coping with its demands.

StrainStrain: Deviations from normal states of human functioning resulting from prolonged exposure to stressful events.

StressStress

Causes of StressCauses of Stress

1. Occupational demands2. Conflict between work

and nonwork3. Stress from

uncertainty4. Overload and

underload5. Responsibility for

others6. Lack of social support7. Sexual harassment

Occupational DemandsOccupational Demands

Making decisions Constantly monitoring

devices or materials Repeatedly exchanging

information with others Working in unpleasant

physical conditions Performing

unstructured rather than structured tasks

Work vs. NonworkWork vs. Nonwork

Role ConflictRole Conflict: Incompatibilities between the various sets of obligations people face.

Rule JugglingRule Juggling: The need to switch back and forth between the demands of work and family.

Stress from UncertaintyStress from Uncertainty

Role AmbiguityRole Ambiguity

Uncertainty about what one is expected to do on a job.

Overload and UnderloadOverload and Underload

Quantitative Overload

Qualitative Overload

Information Anxiety

Quantitative Underload

Qualitative Underload

OverloadOverload

Quantitative OverloadQuantitative Overload: The belief that one is required to do more work than possibly can be completed in a specific period.

Qualitative OverloadQualitative Overload: The belief that one lacks the required skills or abilities to perform a given job.

Information AnxietyInformation Anxiety

Pressure to store and process a great deal of information in our heads and to keep up constantly

with gathering it.

UnderloadUnderload

Quantitative UnderloadQuantitative Underload: The boredom that results when employees have so little to do that they find themselves sitting around doing nothing much of the time.

Qualitative UnderloadQualitative Underload: The lack of mental stimulation that accompanies many routine, repetitive jobs.

1. Think of a time when it was necessary for you to express compassion on the job in response to a traumatic situation. What were the circumstances? What did you do that was effective? What steps might you take to become even more effective the next time it is necessary to express compassion on the job?

Responsibility for OthersResponsibility for Others

Social SupportSocial Support

The friendship and support of others, which help minimize reactions to stress.Sources:– Cultural norms– Social institutions– Friends and family

Benefits:– Boosting self esteem– Sharing information– Providing diversion– Giving needed resources

What was the most stressful situation you ever encountered on the job? What were the stressors, and how did you react, both physically and psychologically? What role did social support play in helping you manage this stress?

1. Social support can be a very helpful means to reduce stress. However, do you think it’s wise to seek social support on the job, where you stand to make yourself vulnerable by talking about your work-related stressors (e.g., by showing your weaknesses, or by speaking negatively about your bosses)? Or do you think that only your coworkers are in a good position to understand your work-related stressors, suggesting that you should talk to them about the work-related stress you are experiencing?

Sexual HarassmentSexual Harassment

Unwanted contact or communication of a sexual nature, usually against women

Statistics about StressStatistics about Stress

Stress EffectsStress Effects

Task PerformanceTask Performance: Some individuals perform at higher

levels in times of high stress. For most people, however, higher levels

of stress lead to lower levels of job performance.

Desk RageDesk Rage: Lashing out at others in response to stressful encounters on the job.

BurnoutBurnout

A syndrome of emotional, physical, and mental exhaustion coupled with feelings of low self-esteem or low self-efficacy, resulting from prolonged exposure to intense stress, and the strain reactions following from them.

Characteristics of BurnoutCharacteristics of Burnout

Physical ExhaustionPhysical Exhaustion: Includes low energy levels and feeling tired much of the time, as well as symptoms of physical strain such as frequent headaches, nausea, poor sleep, and changes in eating habits.Emotional ExhaustionEmotional Exhaustion: Depression, feelings of helplessness, and feelings of being trapped.DepersonalizationDepersonalization: A pattern of behavior marked by becoming cynical toward others, treating others as objects, and holding negative attitudes toward others.Feelings of Low Personal AccomplishmentFeelings of Low Personal Accomplishment, both in the past and in the future.

Components of BurnoutComponents of Burnout

Stress and HealthStress and Health

Organizational ResourcesOrganizational Resources Employee Assistance Programs (EAPs)Employee Assistance Programs (EAPs): Plans that

provide employees with assistance for various personal problems (e.g., substance abuse, career planning, and financial and legal problems).

Wellness ProgramsWellness Programs: Company-wide programs in which employees receive training regarding things they can do to promote healthy lifestyles.

Absence Control ProgramsAbsence Control Programs: Procedures that give employees flexibility with respect to when they can take time off work.

Stress Management ProgramsStress Management Programs: Systematic efforts to train employees in a variety of techniques that they can use to become less adversely affected by stress.

Managing StressManaging Stress

Manage your time Eat a healthy diet and be

physically fit Relax and meditate Get a good night’s sleep Avoid inappropriate

self-talk Control your reactions

Take a time out

Time ManagementTime Management

The practice of taking control over how you spend time.

Effective practices:– Prioritize your activitiesPrioritize your activities: Distinguish between

tasks that are urgent and important.– Allocate your time realisticallyAllocate your time realistically: Accurately

assess how much time needs to be spent on each task.

– Take control of your timeTake control of your time: Make a “to do” list and carefully keep track of what you have to accomplish. Unless something urgent comes up, don’t let yourself be distracted.

Assigning PrioritiesAssigning Priorities

The Good Sleep HabitThe Good Sleep Habit

Schedule your sleep Don’t go to bed after

strenuous activity Avoid stimulants

before bedtime Don’t eat or work in

bed Clear your mind

Stress Prevention Stress Prevention ApproachesApproaches

Learning Objectives-Learning Objectives-ReviewReview1. Distinguish between emotions and moods.2. Describe the effects of emotions and moods on

behavior in organizations.3. Describe ways that people manage their

emotions in organizations.4. Identify the major causes and consequences of

stress.5. Identify various organizational resources for

managing stress.6. Identify various ways that we can manage our

own stress as individuals.

MGMT4534 Class 4 Both

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