Organizational Behavior and Management Sixth Edition lvanceyich Matteson
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved
Organizational Stres CHAPTER An Individual view DEfIne what is meant by the term stress dESCRibe the components of the organizational stress mode oDISTINGUISH between four different categories of stressors DISCUSS major individual and organizational consequences of stress ODENTIFY Some of the variables which moderate the stress process. DESCribE several different organizational and individual approaches to stress prevention and management
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 7 C H A P T E R Organizational Stress: An Individual View ⚫DEFINE what is meant by the term stress. ⚫DESCRIBE the components of the organizational stress model. ⚫DISTINGUISH between four different categories of stressors. ⚫DISCUSS major individual and organizational consequences of stress. ⚫IDENTIFY some of the variables which moderate the stress process. ⚫DESCRIBE several different organizational and individual approaches to stress prevention and management
7-3 Stress: A Stimulus or Response Stimulus Response Treats stress as some The consequence of the characteristic or interaction between and event that may result > STRESS environmentalstimulus in disruptive (a stressor) and the consequence. individuals response Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All/its reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 7-3 Stress: A Stimulus or Response STRESS Stimulus Treats stress as some characteristic or event that may result in disruptive consequence. Response The consequence of the interaction between and environmental stimulus (a stressor) and the individual’s response
7-4 What is Stress? Stress is an adaptive response. moderated by action, situation, or event that places specia L individual differences that is a consequence of demands on a person Three key factors determine the likelihood of stress iMportance: How significant the event is to the berson .Uncertainty: degree of clarity over what will happen o Duration: Length of time the demands remain in place McGraw-Hilllarwin- Copyright o 2002 by The McGraw-Hill Companies, Inc. All/its reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 7-4 What is Stress? Stress is an adaptive response, moderated by individual differences, that is a consequence of any action, situation, or event that places special demands on a person. Three key factors determine the likelihood of stress: ⚫Importance: How significant the event is to the person ⚫Uncertainty: Degree of clarity over what will happen ⚫Duration: Length of time the demands remain in place
7-5 An Organizational Stress Model (See Exhibit 7.1) Stressors Outcomes ●Work- Related ● Behaviora iNdividual Cognitive Group ● Physiological o Organizational Intervention oNon-work iNdividual and organizational o Extra-organizational stress prevention and Stress moderators management e Valuable attributes that rEduce occurrence affect the nature of a intensity and negative relationship Impact Mcgraw-hillarwin Copyright@ 2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 7-5 An Organizational Stress Model (See Exhibit 7.1) Stressors ⚫Work-Related: ⚫Individual ⚫Group ⚫Organizational ⚫Non-work: ⚫Extra-organizational Stress Moderators ⚫Valuable attributes that affect the nature of a relationship Outcomes ⚫Behavioral ⚫Cognitive ⚫Physiological Intervention ⚫Individual and organizational stress prevention and management ⚫Reduce occurrence, intensity and negative impact
7-6 Work Stressors: Individual Role conflict o Compliance with one set of expectations is in conflict with another set(e.g, work roles, home/work roles Work Overload (See Exhibit 7. 2) o Qualitative Overload -feel lack ability to complete tasks or that job standards are too high o Quantitative Overload - having too many things to do or too little time to do them Pace of change o Radical restructuring, new technologies, mergers, team orientations, and downsizing Mcgraw-hillarwin Copyright@ 2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 7-6 Work Stressors: Individual Role Conflict ⚫Compliance with one set of expectations is in conflict with another set (e.g., work roles, home/work roles) Work Overload (See Exhibit 7.2) ⚫Qualitative Overload - feel lack ability to complete tasks or that job standards are too high ⚫Quantitative Overload - having too many things to do or too little time to do them Pace of Change ⚫Radical restructuring, new technologies, mergers, teamorientations, and downsizing
7-7 Work Stressors Significant Group and Organizational ● Participation ● Lack of . Intra and Intergroup Performance Relationships Feedback o organizational .Inadequate Career Politics Deⅴ elopment ● Organizational Opportunities Culture Downsizing Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All rglnts reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 7-7 Work Stressors: Significant Group and Organizational ⚫Participation ⚫Intra and Intergroup Relationships ⚫Organizational Politics ⚫Organizational Culture ⚫Lack of Performance Feedback ⚫Inadequate Career Development Opportunities ⚫Downsizing
7-8 Individual Stress Outcomes Anxiety, frustration, apathy Psychological lowered self-esteem. aggression and depression Poor concentration, inability to make Cognitive sound decisions. mental blocks. and decreased attentions spans Accident proneness, impulsive Behavioral behavior. alcohol and substance abuse and explosive temper Increased or elevated heart rate blood Physiological pressure, glucose levels, and stomach acid production; sweating, and hot cold flashes Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All rglnts reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 7-8 Individual Stress Outcomes Anxiety, frustration, apathy, lowered self-esteem, aggression, and depression Poor concentration, inability to make sound decisions, mental blocks, and decreased attentions spans. Accident proneness, impulsive behavior, alcohol and substance abuse, and explosive temper Increased or elevated heart rate, blood pressure, glucose levels, and stomach acid production; sweating, and hot & cold flashes. Cognitive Behavioral Physiological Psychological
7-9 Organizational Outcomes Stress Costs Organizations Money (Estimated at $150-300 Billion/year) e Poorer decision-ma king Decreased creativity ● Lost work time o Increased turnover ● More sabotage And a host of other variables affecting organizational productivi ity Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 7-9 Organizational Outcomes Stress Costs Organizations Money! (Estimated at $150-300 Billion/year) ⚫ Poorer decision-making ⚫ Decreased creativity ⚫ Lost work time ⚫ Increased turnover ⚫ More sabotage ⚫ And a host of other variables affecting organizational productivity
7-10 Stress Moderators Moderator Conditions behaviors. or characteristics that qualify the relationship between two variables Stress Moderators Level of Individual Personality Individual Type A Behavior Pattern Social Support Adaptation Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. Allrgnits reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 7-10 Level of Individual Adaptation Stress Moderators Moderator Conditions, behaviors, or characteristics that qualify the relationship between two variables. Stress Moderators Personality Type A Behavior Pattern Social Support Individual