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Organizational Behavior: Stress Management

Organizational Behavior: Stress Management. What is Stress?. An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being. . General Adaptation Syndrome. Stage 1 Alarm Reaction. Stage 2 Resistance. Stage 3 Exhaustion. Normal Level of

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Organizational Behavior: Stress Management

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  1. Organizational Behavior:Stress Management Gholipour A. 2005. Organizational Behavior. University of Tehran.

  2. What is Stress? An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being . Gholipour A. 2005. Organizational Behavior. University of Tehran.

  3. General Adaptation Syndrome Stage 1 Alarm Reaction Stage 2 Resistance Stage 3 Exhaustion Normal Level of Resistance Gholipour A. 2005. Organizational Behavior. University of Tehran.

  4. Individual Differences Consequences of Stress Physiological Behavioral Psychological Stress Nonwork Stressors Stressors and Stress Outcomes Work Stressors Physical environment Role-related Interpersonal Organizational Gholipour A. 2005. Organizational Behavior. University of Tehran.

  5. Role-Related Stressors • Role conflict • Interrole conflict • Intrarole conflict • Person-role conflict • Role ambiguity • Uncertain duties, authority • Workload • Too much/too little work • Taskcontrol • Machine pacing • Monitoring equipment • No work schedule control .. Gholipour A. 2005. Organizational Behavior. University of Tehran.

  6. Interpersonal Stressor: Workplace Violence and Bullying 1- Workplace violence is a stressor to those who: • Experience violence at work • Observe violence at work • Work in jobs with higher risk of violence 2-Workplace Bullying: Offensive, intimidating, or humiliating behavior that degrades, ridicules, or insults another person at work. • Workplace bullies tend to be people with higher authority • Workplace bullying is reduced through: • Careful hiring • 360-degree feedback • Conflict resolution system 3- 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 Gholipour A. 2005. Organizational Behavior. University of Tehran.

  7. Work-Nonwork Stressors • Time-based conflict • due to work schedule, commuting, travel • women still do “second shift” (most housework) • Strain -based conflict • work stress affects home, and vice versa • Role behavior conflict • incompatible work and nonwork roles Gholipour A. 2005. Organizational Behavior. University of Tehran.

  8. Stress and Occupations Accountant Artist Mechanic Forester Hospital manager Physician (GP) Psychologist School principal Police officer Tel. operator U.S. and Iran President Waiter/waitress Low-Stress Occupations Medium-Stress Occupations High-Stress Occupations Gholipour A. 2005. Organizational Behavior. University of Tehran.

  9. Individual Differences in Stress • Perceive the situation differently • Self-efficacy • Locus of control • Scarlet personality • Learned helplessness • Different threshold levels of resistance to stressor • Store of energy • Use different stress coping strategies Gholipour A. 2005. Organizational Behavior. University of Tehran.

  10. Talks rapidly Is devoted to work Is highly competitive Struggles to perform several tasks Has a strong sense of time urgency Is impatient with idleness Loses temper easily Interrupts others Handles details patiently Is less competitive with others Contemplates issues carefully Has a low concern about time limitations Doesn't feel guilty about relaxing Has a relaxed approach to life Works at a steady pace Type A / Type B Behavior Pattern Type B Behavior Pattern Type A Behavior Pattern Gholipour A. 2005. Organizational Behavior. University of Tehran.

  11. Consequences of Distress • Physiological consequences • cardiovascular diseases • ulcers, sexual dysfunction, headaches, cancer • Behavioral consequences • work performance, accidents, decisions • absenteeism -- due to sickness and flight • workplace aggression • Psychological Consequences • moodiness, depression, emotional fatigue Gholipour A. 2005. Organizational Behavior. University of Tehran.

  12. Emotional Exhaustion Physiological, psychological, and behavioral consequences Depersonalization Reduced Personal Accomplishment Job Burnout Process Interpersonal and Role-Related Stressors Gholipour A. 2005. Organizational Behavior. University of Tehran.

  13. Family-Friendly and Work-Life Initiatives • Flexible work time • Job sharing • Telecommuting • Personal leave • Childcare facilities . Gholipour A. 2005. Organizational Behavior. University of Tehran.

  14. Other Stress Management Practices • Withdrawing from the stressor • Permanent -- transfer to better fit job • Temporary -- work breaks, vacations • Changing stress perceptions • Self-efficacy, self-leadership • Controlling stress consequences • Fitness and lifestyle programs • Relaxation and meditation • Employee counseling • Social support • Emotional and informational Gholipour A. 2005. Organizational Behavior. University of Tehran.

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