Discussion week 3

Human Relations in Business

Week 3 Discussion

Learning Objectives

Understand the stress cycle

Recognize the sources of stress for employees

Recognize the outcomes of stress

Understand how to manage stress in organizational contexts

Understand the role emotions play in attitudes and behaviors at work

Learn about emotional labor and how to manage it

Understand how emotions can affect perceptions of what is ethical

Understand cross-cultural differences in stressors

Chapter 7 Managing Stress and Emotions

© 2010 Jupiterimages Corporation

The Stress Process

Stress is the body’s

reaction to a change that

requires a physical,

mental, or emotional

adjustment or response.

According to Gallup’s

findings, 80% of

Americans feel workplace

stress at least some of the

time.

Alarm Resistance Exhaustion

Res

ista

nce

to

Str

ess

In Selye’s General Adaptation

Syndrome (GAS) model, stress

affects an individual in three steps:

alarm, resistance and exhaustion.

The Stress Process

AlarmWhen an

outside

stressor jolts

the individual,

insisting that

something

must be done.

ResistanceWhen the body

begins to release

cortisol and draws

on fats and sugar

to find a way to

adjust to the

demands of stress.

ExhaustionWhen the body

has depleted its

stores of sugars

and fats, and the

prolonged release

of cortisol has

caused the

stressor to

significantly

weaken the

individual.

Workplace Stressors

Role Ambiguity

• Vagueness in relation to job responsibilities

Role Conflict

• Facing contradictory demands at work

Role Overload

• Having insufficient time and resources to complete one’s job

Role Demands

Workplace Stressors

Information

Overload – The

information

processing demands

on an individual’s

time to perform

interactions and

internal calculations

exceed the supply or

capacity of time

available for such

processing.

Top 10 Stressful Jobs

1. Inner City High School

Teacher

2. Police Officer

3. Miner

4. Air Traffic Controller

5. Medical Intern

6. Stockbroker

7. Journalist

8. Customer Service /

Complaint Worker

9. Secretary

10.Waiter

How Stressed are You?

Life Event Points Life Event Points

Death of spouse 100 Foreclosure of mortgage or loan 30

Divorce 73 Change in responsibilities at work 29

Martial separation 65 Son or daughter leaving home 29

Jail term 63 Trouble with in-laws 29

Death of close family

member

63 Outstanding personal achievement 28

Personal injury or illness 53 Begin or end school 26

Marriage 50 Change in living

location/condition

25

Fired or laid off at work 47 Trouble with supervisor 23

Marital reconciliation 45 Change in work hours or

conditions

20

Retirement 45 Change in schools 20

Pregnancy 40 Change in social activities 18

Change in financial state 38 Change in eating habits 15

Death of close friend 37 Vacation 13

Change to different line of

work

36 Minor violations of the law 11

Part of the Holmes-Rache Scale:

Points

Chance

of

Stress

related

illness

<150 30%

150 -

299 50%

300+ 80%

Outcomes of Stress

Physiological

• Nervousness

• Tension

• Headaches

• Anger

• Irritability

• Fatigue

Psychological

• Depression

• Anxiety

Work Outcomes

Low High

Stress

Lo

wH

igh

Individuals who are able to find the right

balance of not too much work challenge

which spills into exhaustion and not too little

work challenge which can signal apathy see

increases in performance.

Individual Differences in Experienced Stress

Type A

• High levels of speed/impatience, job involvement, and hard-driving

Type B

• Tend to be calm, and tend to think through situations as opposed to reacting emotionally

Individual Approaches to Managing Stress

The Corporate

AthleteFlow Diet

Exercise Sleep

Create a Social

Support Network

Time Management

Flow

A key to flow is engaging at work, yet research shows that most

managers do not feel engaged in purposeful work.

High Focus

20% of

managers are

disengaged at

work

10% of

managers

engage in

purposeful

work

Low Focus

30% of

managers are

procrastinators

40% of

managers are

distracted at

work

Low Energy High Energy

Designing Work That Flows

Challenge Meaningfulness

Competence Choice

Diet

Eating healthy

foods such as

fresh fruits and

vegetables is a

key to stress

management.


Time Management

Time management is defined as the development of tools or

techniques that help make us more productive when we work.

There are online utilities to help us accomplish this. This is an

example of output from a RescueTime user

(www.rescuetime.com), which is free to use.

Sou

rce:

U

sed

by p

erm

issi

on

fro

m R

escu

eTim

e.

Organizational Approaches to Managing Stress

Make Expectations Clear

Give Employees Autonomy

Create Fair Work Environments

Telecommuting

Employee Sabbaticals

Employee Assistance Programs

Organizational Approaches to Managing Stress

Telecommuting helps employees avoid traffic jams like this one.


• Whose responsibility do you think it is to deal with

employee stress – the employee or the

organization? Why?

Discussion

Emotions

• Joy

• Love

• Surprise

Positive Emotions

• Anger

• Fear

• Sadness

Negative Emotions

Desired Event

Undesired

Event

Emotional Contagion

Customer argues

with you

You argue back

Customer leaves in a

huff

Frustration carries to

next customer

Emotions Affect Attitudes and Behavior at Work

Fear

Joy

SurpriseLove

Sadness

Anger

Affective Events Theory

(AET) explores how

events on the job cause

different kinds of people

to feel different

emotions.

Affect driven behavior

occurs when emotions

trigger you to respond

in a certain way

Burnout is ongoing

emotional state

resulting from

dissatisfaction

Emotional Labor

Genuine Acting

Displaying emotions that are aligned with emotions that are actually felt.

Deep Acting

Pretending to experience emotions.

Surface Acting

Displaying physical signs, such as smiles, that reflect emotions (without actually feeling the emotions).

Emotional LaborEmployee Personality

Genuine Acting

Deep Acting

Surface Acting

When it comes to acting,

the closer to the middle of

the circle that your actions

are, the less emotional

labor your job demands.

The further away, the more

emotional labor the job

demands.

Emotional Intelligence

Self-awareness

Self-management

Social-awareness

Relationship

Management

The four steps

of emotional

intelligence build

upon one

another.

Emotions And Ethics

Scenario 1

A trolley is racing

down a track,

about to kill five

people. You have

the ability to steer

the trolley onto

another track,

where it will only

kill 1 person.

Scenario 2

A trolley is racing

down a track,

about to kill five

people. You can

push a large man

onto the tracks,

which will save

the other five.

Joshua Green’s Experiment:

Most felt this was OK – the lesser

of two evils.

Most felt the sacrifice was

emotionally wrong.

Lack of Leisure Time and Stress around the Globe• 40% of Americans do not plan to take a vacation within the

next year.

• Americans have 16.5 hours of leisure time per week after their work and household obligations are fulfilled.

• Some Japanese employees work an average of 236 hours more per year than their American counterparts and 500 more than employees in France or Germany.

• Many Europeans take the month of August off.

Learning Objectives

Understand the communication process

Compare and contrast different types of

communication

Compare and contrast different communication

channels

Understand and learn to overcome barriers to

effective communication

Understand the role listening plays in communication

Learn how ethics can play a role in how messages

are communicated as well as how they are perceived

Learn how verbal and non-verbal communication can

carry different meanings among cultures


Chapter 8 Communication

Communication is Vital in Organizations

Communication is a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior

50-90% of a manager’s time is spent communicating

Success on complicated missions at NASA depends on strong communication

Source: http://en.wikipedia.org/wiki/Image:Orion_briefing_model.jpg

http://en.wikipedia.org/wiki/Image:Orion_briefing_model.jpg

Three Main Functions of Communication

Transmission of Information

Coordination of Effort

Sharing Emotions and Feelings

The Process Model of Communication

The Receiver Decodes the Message Assigns meaning to the words

The Receiver is the person who receives the Message

The Medium of this encoded Message may be spoken words, written words, or signs

The Sender

Originates and Encodes the Message Translates the idea into words

Due to NOISE, the meaning which the Receiver assigns may not be the

meaning which the Sender intended

Noise is anything that interferes with or distorts the Message being transferred

Barriers to Effective Communication

FilteringSelective

Perception

Information Overload

Emotional Disconnects

Lack of Source Familiarity or

Credibility

Workplace Gossip & Grapevine

Semantics & Jargon

Gender Differences in

Communication

Differences in Meaning

Biased Language

Communication Realities

Managers can expect, on average, to do only three minutes of uninterrupted

work on any one task before being interrupted by an incoming email,

instant message, phone call, co-worker, or other

distraction


Avoiding Biased Language

Avoid Consider Using

black attorney attorney

businessman businessperson

chairman chair or chairperson

cleaning lady cleaner or maintenance

worker

male nurse nurse

manpower staff or personnel

secretary assistant or associate

Consequences of Poor Listening

Lower Employee Productivity

Missed Sales

Dissatisfied Customers

Lowered Morale

Increased Turnover

The Receiver’s ability to listen effectively is equally vital to effective communication.

Listening takes practice, skill, and concentration.

Active Listening

Listen for message content

Listen for feelings

Respond to feelingsNote all cues

Paraphrase and restate

Communication FreezersCommunication stoppers:

criticizing, blaming, ordering, judging, or shaming

Things to avoid saying:

Telling the other person what to

do

Threatening with “or else”

implied

Making suggestions or telling the

other person what they ought to

do

Attempting to educate the other

person

Judging the other person

negatively

Giving insincere praise

Psychoanalyzing the other

person

Making light of the other

person’s problems by

generalizing

Asking excessive or

inappropriate questions

Making light of the problem

by kidding

Verbal Communication and the

Power of Storytelling

Stories can help clarify key values and help demonstrate

how things are done within an organization

Story frequency, strength, and tone are related to higher

organizational commitment

Crucial Conversations

Require more planning, reflection, and skill

e.g., Asking for a raise

e.g., Pitching an innovative proposal

Stakes are high - Opinions vary -Emotions run strong

Even More Ways to Improve Your

Listening Habits

Prepare and Be Receptive

Don’t Anticipate

Summarize What You’ve

Heard

Focus and Don’t Multitask

Empathize with the Sender’s Point of View

Seek Clarification By

Asking Questions

Establish Eye Contact

Focus on the Goal With an Open Mind

Pay Attention to What is Not

Said

Written Business CommunicationThe Printed Word

Memos

Proposals

Emails

Letters

Training manuals

Operating policies

National Commission on Writing Survey Outcomes

67% of salaried employees in large American companies state employees have some

writing responsibility

Half of responding companies reported that they take writing into consideration when hiring

professional employees


Nonverbal Communication

It’s what you don’t say…

55% of in-person communication

comes from nonverbal cues

like facial expressions,

body stance and tone of voice

7% of a Receiver’s

comprehension of a Message is

based on the Sender’s actual

words

38% is based on paralanguage or

the tone, pace, and volume of speech

Factors of Nonverbal Communication

Space

Touch

Posture

Facial expression

Eye contact

Body language

Don’t Use That Tone With Me!

Changing your tone can dramatically change your meaning.

Placement of the emphasis What it might mean…

I did not tell John you were late. Someone else told John you were

late.

I did not tell John you were late. This did not happen.

I did not tell John you were late. I may have implied it.

I did not tell John you were late. But maybe I told Sharon and José.

I did not tell John you were late. I was talking about someone else.

I did not tell John you were late. I told him you still are late.

I did not tell John you were late. I told him you were attending

another meeting.

Interpersonal distances

Information Richness

Selecting the best communication media is an executive skill

Information Channel Information Richness

Face-to-face conversation

High

Videoconferencing High

Telephone conversation High

Emails Medium

Handheld devices Medium

Blogs Medium

Written letters and memos

Medium

Formal written documents

Low

Spreadsheets Low

Decisions: Verbal or Written Communications?

Verbal communications are a better way to convey

feelings

Written communications do a better job of conveying

facts

Guide for When to Use Written versus Verbal Communication

Use Written Communication

When:

Use Verbal Communication

When:

conveying facts conveying emotion and feelings

the message needs to become

part of a permanent file

the message does not need to be

permanent

there is little time urgency there is time urgency

you do not need immediate

feedbackyou need feedback

the ideas are complicatedthe ideas are simple or can be

made simple with explanations

Email and Emotions

Emotionally-laden messages require more thought in the choice of channel

and how they are communicated

Email communication can convey facts quickly yet it is not a recommended choice

for sending emotional information

Communication flows in many different directions within an organization

Frequent communication is related to better job performance ratings and organizational performance

Who managers spend time communicating with

at work Subordinates46%

External Others23%

Internal Others17%

Superiors14%

Forms of External Communication

Press Releases

Advertisements

Web pagesCustomer

Letters

Catalogs

Manage Your Communication Wisely

Do you properly use

online communications?

Is your outgoing voicemail greeting professional?

Do you scrutinize your social networking website?

Have you Googledyourself lately?

Be aware of remarks that

FREEZE COMMUNICATON

Don’t criticize, blame, order,

judge or shame

Make a conscious effort to reduce comments that stop effective

communication

Learning Objectives

Understand the different types of conflict

Understand the causes of conflict

Understand the consequences of conflict

Understand how to manage conflict effectively

Understand the stages of the negotiation process

Understand how to avoid common negotiation mistakes

Engage in conflict management and negotiation ethically

Understand cross-cultural differences in conflict and negotiation

Chapter 10 Conflict and Negotiations


ConflictIntrapersonal

Conflict within a person. It arises when a person is uncertain about what is expected

or wanted, or has a sense of

being inadequate to the task.

Interpersonal

Conflict between two people.

Intergroup

Conflict that takes place

among different groups, between

a union and management, or

between companies, such

as companies that supply the

same customer.

Is Conflict Always Bad?

Low HighConflict

Low

Hig

hP

erf

orm

ance

The inverted U relationship between performance and conflict.

Causes of Conflict

ConflictOrganizational

Structure

Limited Resources

Task Interdependence

Incompatible Goals

Personality Differences

Communication Problems

Outcomes of Conflict

Negative

• Increased stress and anxiety among individuals, which decreases productivity and creativity

• Feelings of being defeated and demeaned, which lowers individuals’ morale and may increase turnover

• A climate of mistrust, which hinders the teamwork and cooperation necessary to get work done

Positive

• Consideration of a broader range of ideas, resulting in a better, stronger idea

• Surfacing of assumptions that may be inaccurate

• Increased participation and creativity

• Clarification of individual views that build learning

Is Your Job at Risk for Workplace Violence?

Job Characteristic Example

Caring for others either

emotionally or physically

nursing home

Interacting with frustrated

customers

retail sales

Supervising others manager

Denying requests others

make of you

customer

service

Is Your Job at Risk for Workplace Violence?

Job Characteristic Example

Dealing with valuables or exchanging

money

banking

Handling weapons law

enforcement

Working with drugs, alcohol, or those

under the influence of them

bartending

Working nights or weekends gas station

attendants

Ways to Manage Conflict

Change the Structure

Change the Composition of the Team

Create a Common Opposing Force

Consider Majority Rule

Problem Solve

Conflict Handling Styles

Low High

Level of

Competitiveness

Low

Hig

h

Lev

el o

f C

oop

erati

on

Avoidance

Accommodation Collaboration

Competition

Compromise

Conflict Handling Styles

• “I don’t think there’s any problem. I feel fine about how things are.”Avoiding

• “If it’s important to you, I can go along with it.”Accommodating

• “Maybe we can both agree to give a little.”Compromise

• “This is what I want, and I am going to fight for it.”Competition

• “Let’s look at the bigger picture and find out how we can both get what we want.”Collaboration

Which Style is Best?

There is no single

“right way” to deal

with conflict.

Although many

people have a single

method they use

most frequently, the

best conflict handlers

will adapt their style

to the situation.

© 2

01

0 Ju

piterim

ages C

orp

oratio

n Body language can

unintentionally fuel a conflict.

• Do you deal with conflict differently with friends and

family than you do at work? If so, why do you think

that is?

• Describe a situation in which not having enough

conflict can be a problem.

Discussion

The Five Phases of Negotiation

Closure

Bargaining

Presentation

Determine your BATNA

Investigation

The Five Phases of Negotiation

All phases of the negotiation process are important. The presentation is

the one that normally receives the most attention but the work done

before that point is equally important.


Determining your BATNA

B est

A lternative

T o a

N egotiated

A greement

“If you don’t know where

you’re going, you will probably

end up somewhere else.”

- Lawrence J. Peter

Negotiation Strategies

Distributive Approach

• The traditional fixed-pie approach in which negotiators see the situation as a pie that they have to divide between them.

Integrative Approach

• An approach to negotiation in which both parties look for ways to integrate their goals under a large umbrella.

Avoiding Common Mistakes in Negotiations

Failing to negotiate/accepting

the first offer

Letting your ego get in the way

Having unrealistic expectations

Getting overly emotional

Letting past negative

outcomes affect the present ones

Tips for Negotiation Success

Focus on agreement first

Be patient

Whose reality?

Deadlines

Be comfortable with silence

When All Else Fails: Third Party Negotiations

Mediation

Other Resolution Methods

ArbitrationThird party

negotiations

are intended to

help avoid a

formal trial or

hearing.


Mediation

• An outside third party (the mediator) enters the situation with the goal of assisting the parties to reach an agreement.

Arbitration

• A process that involves bringing in a third party, the arbitrator, who has the authority to act as a judge and make a binding decision to which both parties must adhere.

Arbitration-Mediation

• An arbitrator makes a decision and places it in a sealed envelope. Both parties then work through mediation. If they cannot reach an agreement, the arbitrator’s decision becomes binding.


As a last resort, judges resolve conflicts. The Supreme Court of the USA is

the highest court in America and consists of nine justices: Chief Justice

Roberts (bottom center) and the 8 associate justices (left to right) Alito,

Kennedy, Scalia, Thomas, Sotomayor, Stevens, Ginsburg, and Breyer.

You Know It’s Time for a Mediator When…

The parties are unable to find a solution themselves

Personal differences

are standing in the way of a successful

solution

The parties have stopped talking with one another

Obtaining a quick

resolution is important

Ethics and Negotiations

Be honest

Keep your promises

Follow the Platinum Rule. Most people know the Golden Rule…the Platinum Rule

takes it one step further by, “Treating others the way they want to be treated.”

Negotiations Around the Globe

Low Threshold (prefer

harmony)

Higher Threshold

(conflict is acceptable)

Japan America

Korea Germany

Countries have different thresholds for conflict.