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Business 161ABusiness 161A
Stress
Chapter 8 Learning ObjectivesChapter 8 Learning Objectives
1. Define Stress
2. Understand Stress Causes
Statistics
Models
3. Examine Stressors
4. Discuss Managing Stress
5. Understand the Importance of Stress
Conceptual Framework of TextConceptual Framework of Text
Organizational
Mechanisms:Culture
Structure
GroupMechanisms:Leadership Styles
Power / Influence
Team Processes
Team Characteristics
Individual
Characteristics:Personality / Values
Ability
IndividualOutcomes:Job
Performance
Organizational
Commitment
Individual
Mechanisms:Job Satisfaction
Stress
Motivation
Trust, Justice &
Ethics
Learning & Decision
Making
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StressStress (continued)(continued)
Define Stress
psychological response to demandsthat posses certain stakes that tax or
exceed a persons capacity or resource.
process that results when one person
perceives that another person or group
is frustrating...
StressStress (continued)(continued)
Would you work in a job that was very stressful but
paid very well, or if less stress were desirable would
you accept less pay.
Why?
What times of the semester are
particularly stressful for you?
How do they cope?
Causes of StressCauses of Stress
Sources of stress
What produces the most stress for you?
Rank (high, medium, low)
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StressStress (continued)(continued)
Prereqs for stress!
Demands (you have)Demands (you have)
ConstraintsConstraints
The loss of something you
desire.
Things that prevent you from
doing something you want to.
ExamplesExamples Turn the page
StressStress (continued)(continued)
You are fired the day before your first
child is to be born!
Or before your are to be married!
Or one day before your retirement is
effective!
Your company is downsizing!
Your not getting a raise this year!
External events that are beyond your control.External events that are beyond your control.
Create demands on you = stressors.Create demands on you = stressors.
Causes of Stress
StressStress (continued)(continued)
SymptomsOf
Stress
Psychological
Behavioral
Physical
Changes in
metabolism,
increased
heart beat &
breathing
rates, blood
pressure,
headachesChanges in productivity,
absenteeism, job turnover,
eating habits, smoking, alcohol
consumption
Job-related dissatisfaction,
tension, anxiety, boredom,
& procrastination
Causes of Stress (continued)
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StressStress (continued)(continued)
Physical
Psychological
Our
Appraisal
Threatening
Beyond
Control
Stress
Affect
Physical
Behavioral
Psychological
PhysicalPhysical
Ailments
Reduce JobReduce Job
PerformancePerformance
Emotional
Ailments
StressorStressor StressStress StrainStrainResultResult
Causes of Stress (continued)
StressStress (continued)(continued)
On the Job:Experience stress if it includes
Making Decisions Constantly monitoring Devices
Frequently exchanging information with
another employee(s)
Working in unpleasant working conditions
Performing unstructured tasks
Role ambiguity not sure what is expected
Role conflict cannot satisfy multiple, sometimes,
conflicting demandsCareer Development moving to fast
Causes of Stress (continued)
StressStress (continued)(continued)Stress scoresStress scores
US President - 177
Firefighter - 111
Air Traffic Controller - 83Surgeon - 99
Senior Executives - 109
Advertising Account Exec - 75
Public Relations Exec - 79
Stockbroker - 73
Real Estate Agent - 73
Pilot - 69 Lawyer - 64Architect - 67
Insurance Agent - 63 College Professor - 54Auto Salesperson - 56
Market Research - 42 Personnel Recruiter- 42 Economist - 39
Accountant - 31 Actuary - 20
Source: Greenberg & Baron, Behavior in Organizations, 2003
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StressStress (continued)(continued)
Business Week, July 16, 2001.
45%Must multi-task too much
56%Dont have time to complete tasks
59%Less time for reflection
55%Are overwhelmed by workload
54%Feel overworked
StressStress (continued)(continued)
A Model of OB Stress
Potential Sources Individual DifferencesIndividual Differences
Environmental
Factor
Organizational
Factors
Consequences
ExperienceExperience
StressStressIndividual
Factors
Perception
Job Experience
Focus
Psychological
Symptoms
Physiological
Symptoms
Behavioral
SymptomsSource: S.P. Robbins, Organizational Behavior
Stressors
StressStress (continued)(continued)
Model of Stressors, Stress and Outcomes
Individual Level
Group Level
Organizational
Level
Nonwork
Stress
Outcomes
Physiological
Cognitive
Behavioral
Moderators
Individual differences:
Heredity, sex, age, Type A
personality traits
Cognitive
Appraisal
Problem
Or
Emotion
Focused
Coping
J,Ivancev ich, OrganizationalBehavior, 2008
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StressStress (continued)(continued)
Underload Overload Continuum
Boredom
Decreased motivation
Absenteeism
Apathy
J,Ivancevich, OrganizationalBehavior, 2008
Low
Performance
Low
Performance
OptimalPerformance
Underload Overload
Insomnia
Irritability
Increased errors
Indecisiveness
High motivation
High energy
Sharp perception
Calmness
StressStress (continued)(continued)
StressStress (continued)(continued)
Other causes of stress in our lives?
Personalities of people / employeesPersonalities of people / employees
Interpersonal FactorsInterpersonal Factors
Type A vs. B
Changes in our lives (Vecchio)Demographics
Envy / JealousyWorkplace romances
Organizational FactorsOrganizational FactorsResponsibilityWork ConditionsRolesWork scheduleTo much to do within
allotted time.
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StressStress (continued)(continued)
Source: Greenberg & Baron, Behavior in Organizations, 2003
Stress
Insomnia
Fatigue
Poor work
Stress Continuum
StressorsStressors
Stres
s
The Stress Filled Life of a Manager
Deadlines & Schedule
Getting results
from staffNeed to make changes
Looking good to superiors Staying within budget
StressorsStressors (continued)(continued)
Common Examples of Desk Rage
Witnesses yelling or verbal abuse 42%
Saw physical
Violence 10%
Yelling at co-workers 29%
Witnessed damaging of
company assets 14%
Cried over work
related issues 23%
Hit co-
worker 2%Source: Greenberg & Baron, Behavior in Organizations, 2003
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StressorsStressors (continued)(continued)
How do we react to stress?
PhysicalPhysical
Alcoholism & DrugsAlcoholism & Drugs
UlcersHeart related
WithdrawDepression
Absent, Turnover,Absent, Turnover,
DissatisfactionDissatisfaction
ViolenceViolence
Mass Psychogenic IllnessMass Psychogenic Illness
BurnoutBurnout
DrainedDrained
Used upUsed up
Burnout
StressorsStressors (continued)(continued)
Source: Greenberg & Baron, Behavior in Organizations, 2003
Emotional
Exhaustion
Desperation
Reduced Personal
Accomplishment
Intense &
prolonged
work related
stress
Lowered
performance
& other
negative effects
StressorsStressors (continued)(continued)
2008 2009
Environmental:-Economic uncertainty
-Political uncertainty
-Technological uncertainty
Potential SourcesOrganizational:-Task demands
-Role demands
-Interpersonal demands
-Organizational structure-Organizational leadership
-Organizational ethics
Individual:-Family problems
-Economic problems
Group:-Interaction
-Low Cohesiveness
Extra Organizational:-Life changes
-Relocating a family
-Family crisis
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StressorsStressors (continued)(continued)
- Perception
- Job experience
- Social support
- Belief in locus of control
- Self-assurance
- Hostility
Individual Difference
StressorsStressors (continued)(continued)
Physiological symptoms:-Headaches
-High blood pressure
-Heart disease
Consequences
Psychological symptoms:-Anxiety
-Depression
-Decrease in job satisfaction
Behavioral symptoms:-Productivity
-Absenteeism
-Turnover
StressorsStressors (continued)(continued)
Emotional Exhaustion:
-Feel drained by work-Feel fatigued in the morning
-Frustrated
Burnout Indicators
Depersonalization:
-Calloused by the job
-Treat others like objects
-Do not care what happens to
other people
-Feel other people blame you
Low Personal Accomplishment:-Cannot deal with problems effectively
-Do not have a positive influence on others
-Cannot understand others problems
-No longer feel exhilarated by your job J,Ivancev ich, OrganizationalBehavior, 2008
Physiological process brought on by unrelieved work stress...
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Managing StressManaging Stress
Manage Time
Daily Prioritized List
Semester Plan
Non competitive physical exercise
Relaxing Techniques
Meditation
Rest
Classical Music
Managing StressManaging Stress (continued)(continued)
General Adaptation Syndrome Hans Selye
Ability
To
Cope
Time
Normal
State
High
Low
Stage 1
Alarm reaction
Stage 2
Resistance
Stage 3
Exhaustion
Managing StressManaging Stress (continued)(continued)
Stressors:
Anticipation
Encounter
Time
Situation
Reactions:
Physiological
Psychological
Experiencing Stress
Managing Stress
Resiliency:
Physical
Mental
Social
Enactive Strategies Proactive Strategies Reactive Strategies
ImmediateModerate timeLong time
ReactiveProactiveEnactive
Short termLong termPermanent
Learn temp coping
mechanism
Develop resiliency
strategies
Eliminate stressorPurpose
Effects
Approach
Time Reqd.
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Managing StressManaging Stress (continued)(continued)
Perform as Time
Permits
(filing)
Time Management
Perform as
schedules
(complete reports)
Perform
immediately
(emergency)
Lowest Priority Highest Priority
Routine
Tasks
Important, but not
urgent tasks
Important and
urgent tasks
Managing StressManaging Stress (continued)(continued)
Prevention
PrimaryEliminate stressor,
Radical change in
organization
SecondaryTake steps to avoid
problems caused
by stressors (stay
physically fit)
TertiaryTreat symptoms
caused by stress
(physician treatillness)
Importance of StressImportance of Stress
Hindrance Stressor
Hindrance
Stressors
Job
Performance
Hindrance
StressorsOrganizational
Commitment
Weak Negative Affect
Strong Negative Affect
Tend to have lower performance
Have lower levels of commitment
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Importance of StressImportance of Stress (continued)(continued)
Challenge Stressors
Challenge
Stressors
Job
Performance
Challenge
StressorsOrganizational
Commitment
Weak Positive Affect
Moderate Positive Affect
Importance of StressImportance of Stress (continued)(continued)
Stress and Job Performance
Source: S.P. Robbins, Organizational Behavior
P
E
F
O
R
M
A
N
C
E
Stress
High
LowHighLow
Importance of StressImportance of Stress (continued)(continued)
Supportive Organizational Practices
11%1%0%Co supported child care center
13%3%1%On site child care
28%20%8%Location Program
24%18%14%Full Time Telecommuting
18%25%43%Bring child to work
41%30%27%Compressed work week43%43%36%Some Telecommuting
56%56%57%Flextime
LargeMed.SmallPractice