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8/16/2019 Managing organizational behaviour - Stress Management
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Prepared by Charlie CookThe University of West Alabama
© 2012 South Western! a part of Cen"a"e #earnin"All ri"hts reserved$
Stress %ana"ementStress %ana"ementChapter &
1010thth EditionEdition
Managing Organizational BehaviorManaging Organizational BehaviorMoorhead & GriffinMoorhead & Griffin
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After studying this chapter you should be able to:
• Define and describe the nature of stress.
• Identify basic individual differences related to stress.
•Identify and describe common causes of stress.
• Discuss the central consequences of stress.
• Describe various ays that stress can be managed.
• Discuss or!"life lin!ages and their relation to stress.
#hapter $earning %b&ectives
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)he *ature of +tress
A person’s adaptive response to astimulus that places excessive psychological or physical demands
on that person
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)he *ature of +tress
• )he +tress -rocess originated from Dr. /ans +elyefindings0 – Selye introdu'e the (eneral Adaptation SyndromeSelye introdu'e the (eneral Adaptation Syndrome
)(AS* and the 'on'epts of eustress and distress$)(AS* and the 'on'epts of eustress and distress$
(eneral Adaptation Syndrome )(AS*(eneral Ada
ptation Syndrome )(AS*• According to this model1 each of us has a normal level of
resistance to stressful events.• +ome tolerate a great deal of stress and others much less.
/o ever1 everyone have a threshold at hich stress starts toaffects us.
• A+ identifies three stages of response to a stressor alarm!resistan'e! e+haustion
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)he *ature of +tress cont.0• )he A+ begins hen a person first encounters a stressor.
• )he first stage is !no n as alarm $-erson starts to feel somedegree of panic and begin to onder ho to cope.
• If it is too e4treme1 person may start to resist the negativeeffects of the stressor by trying to calm do n1 calling homeand tal! ith the !ids or going out for dinner etc.
• If the person managed to complete the tas! on time1 he5sheill head home tired but happy. /o ever1 if the person literally
gives up or e+hausted and can no longer fight the stressor1he5she ill may fall asleep at their des! and fail to finish thereport.
6ho says I am stressed out
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7.1 )he eneral Adaptation +yndrome
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)he *ature of +tress cont.0
• Sour'es of stress
– Eustress: pleasurable stress accompanying positive eventsDr. Selye pointed out that sources of stress need not be bad. Sometimes receiving “good” things such as receiving a bonus anddeciding on how to spend, can also lead to stress. Other example getting married, promoted, receiving award etc.!t can lead to a number of positive outcomes for the individual
– Distress: unpleasant stress accompanying negative events"xcessive pressure, unreasonable demands on our time, bad news etc. fall into this category.
#his form of stress, generally results in negative conse$uences for the individual.
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Individual Differences and +tress – -ersonality -rofiles
• )ype A -ersonality -rofile)ype A -ersonality -rofile – People who are extremely competitive, highly
committed to work, have a strong sense of timeurgency
– This type of person is likely aggressive, impatient andhighly work oriented.
– He / She has a lot of drive and motivation and wants toaccomplish as much as possible in a short time as possible.
• )ype -ersonality -rofile)ype -ersonality -rofile –
ess competitive, less committed to work, have aweaker sense of time urgency – This type of person feels less conflict with either people
or time and has a more balanced, relaxed approach tolife.
– He / She has more confidence and is able to work at a
constant pace.
Whi'h one is the best, According to researchers1 it
depends on individualcharacteristics. /o ever1type A person ill be moreli!ely to get coronary heartdisease compared to type
.
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Individual Differences and +tress
• /ardiness/ardiness – ! person"s ability to cope with stress. – People with hardy personalities have an internal locus
of control, are strongly committed to the activities intheir lives and view change as an opportunity for
advancement and growth. – They are relatively unlikely to suffer illness if they
experience high levels of pressure and stress.
• %ptimism%ptimism – The extent to which a person sees life in relatively
positive or negative terms – ! person with a lot of optimism will always look at
challenges as an opportunity. #hile, a person with lessoptimism $a pessimist% will always see it negatively.
– &ptimistic people tend to handle stress better.
o Individual differences related to stress are categori=ed into:Individual differences related to stress are categori=ed into:
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7.2
'eference( Adapted from >ames #. ?uic! and >onathan D. ?uic!1 &rgani)ationalStress and Preventive *anagement @c ra "/ill1 ;98(0 pp. ;91 ((1 and 73.
#auses and#onsequences
of +tress
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%rgani=ational +tressors
• 6or!place +tress actors – )as! Demands• Associated ith the specific &ob a person
performs
– -hysical Demands• Associated ith the &obBs physical setting and
requirements
– Cole Demands• Associated ith the e4pected behaviors of a
particular position in a group or organi=ation – Interpersonal Demands
• roup pressures1 leadership1 personalityconflicts
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%rgani=ational +tressors: Cole Demands• Cole
– A set of e4pected behaviors associated ith a particular position in a groupor organi=ation.
• Cole +tress – Cole ambiguity due to unclear roles – Cole conflict due to:
• Interrole conflict – conflict bet een roles. 4ample: as a husband ife as! tocome home early0 and as an employee boss as! to do over"time0
• Intrarole conflict – conflict occur hen a person gets conflicting demands fromdifferent sources ithin the same conte4t of the role. 4ample: @gmt. as! to putmore pressure on staff to follo ne or! rules but at the same time subordinatese4pect he5she to get the rules change
• Intrasender conflict – occurs hen a single source sends clear but contradictorymessages. 4ample: hen a boss inform that there ill be no more over"time forthe month but later on as! someone to stay late on the same evening.
– Cole overload due to role e4pectations e4ceeding an individualBs capabilities
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7.1 @ost and $east +tressful >obs
Top %ost Stressful -obs Top #east Stressful -obs
;. +urgeon ;. Actuary
2. #ommercial Airline -ilot 2. Dietitian
'. -hoto&ournalist '. #omputer +ystems Analyst
(. Advertising Account 4ecutive (. +tatistician
,. Ceal state Agent ,. Astronomer
3. -hysician eneral -ractice0 3. @athematician
7. Ceporter *e spaper0 7. /istorian
8. -hysician Assistant 8. +oft are ngineer
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7.3 6or!load1 +tress1 and -erformance
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4ternal #auses of +tress• $ife +tressors
– vents that ta!e place outside the organi=ation• #ife 'han"e
– %ny meaningful change in a person&s personal or wor'situation. !t can be either directly ( retirement, retrenchmentor indirectly change in residence, the lost of family members
• #ife trauma– %ny upheaval in an individual&s life that alters his or her
attitudes, emotions or behaviors.– Similar to life change, but it has a narrower, more direct and
shorter(term focus.–
"xample divorce, marital problem, family di)culties andhealth problems.– #he dismay of the news may translate into
stress at wor'
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7.2 $ife #hanges and $ife #hange Enits
)he amount of life stress that a person has e4periences in a given period of time1 say one year1 is measured by the total number of life change units $#Es0. )heseunits result from the addition of the values sho n in the right hand column0 associated ith events that the person has e4perienced during the target time period.
Ceprinted from >%EC*A$ % -+F#/%+%@A)I# C + AC#/1 G;;1)homas /. /olmes and Cichard /. Cahe: H)he +ocial Ad&ustmentCating +cale1H #opyright ;9371 ith permission from lsevier.
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#onsequences of +tress
• Individual#onsequences
– ehavioral
– -sychological
– @edical
• %rgani=ational#onsequences
– -erformance
– 6ithdra al
– Attitudes
– urnout
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7.4 Individual and %rgani=ational #oping +trategies
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@anaging +tress in the 6or!place contBd0
• .r"ani/ational Copin" Strate"ies – Institutional -rograms
• Design of &obs and or! schedules
• ostering a healthy or! culture
• +upervision – #ollateral -rograms
• %rgani=ational programs specificallycreated to help employees deal ith stress
– Stress management, health promotion,employee *tness programs, careerdevelopment
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6or!"$ife $in!ages
• undamental 6or!"$ife Celationships – Interrelationships bet een a personBs or! life and
personal life
• alancing 6or!"$ife $in!ages
– Importance of long"term versusshort"term perspectives – +ignificance of evaluating tradeoffs bet een values
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