hbo chapter 7 stress management
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HBO Chapter 7 Stress ManagementTRANSCRIPT
Stress Managem
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Stress Managem
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Chapter 7Chapter 7
Organizational Behavior: ManagingPeople and Organizations,Ninth EditionGregory Moorhead, Ricky W. Griffin
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Chapter Learning Objectives
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 ways that stress can be managed.
Discuss work-life linkages and their relation to stress.
After studying this chapter you should be able to:
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The Nature of Stress
Stress Defined– A person’s adaptive response to a stimulus that places
excessive psychological or physical demands on that person
The Stress Process (Hans Selye)– General Adaptation Syndrome (GAS)
Identifies three stages of response to a stressor: alarm, resistance, exhaustion
Sources of stress– Eustress: pleasurable stress accompanying positive events– Distress: unpleasant stress accompanying negative events
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Individual Differences and Stress
Type A Personality Profile– Extremely competitive, highly committed to work, have a strong
sense of time urgency Type B Personality Profile
– Less competitive, less committed to work, have a weaker sense of time urgency
Hardiness– A person’s ability to cope with stress
Optimism– The extent to which a person sees life in relatively positive or
negative terms
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Causes and Consequences of Stress
Most Common Causes of Stress– Organizational stressors
– Life stressors
Most Common Consequences of Stress– Individual consequences
– Organizational consequences
– Burnout – general feeling of exhaustion that develops when a person simultaneously experiences too much pressure and has too few sources of satisfaction
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Figure 7.2Causes and Consequences of Stress
Reference: Adapted from James C. Quick and Jonathan D. Quick, Organizational Stress and Preventive Management (McGraw-Hill, 1984) pp. 19, 44, and 76.
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Organizational Stressors
Workplace Stress Factors– Task Demands
Associated with the specific job a person performs
– Physical Demands Associated with the job’s physical setting and requirements
– Role Demands Associated with the expected behaviors of a particular
position in a group or organization
– Interpersonal Demands Group pressures, leadership, personality conflicts
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Organizational Stressors: Role Demands
Role– A set of expected behaviors associated with a
particular position in a group or organization.
Role Stress– Role ambiguity due to unclear roles– Role conflict due to:
Interrole conflict – conflict between roles Intrarole conflict – conflicting demands of the same role Intersender conflict – sends clear but contradictory
messages
– Role overload due to role expectations exceeding an individual’s capabilities
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Table 7.1 The Most Stressful Jobs
*Among the criteria used in the rankings: overtime, quotas, deadlines, competitiveness, physical demands, environmental conditions, hazards encountered, initiative required, stamina required, win-lose situations, and working in the public eye
Reference: "The Most Stressful Jobs," February 26, 1996. Republished with permission of Dow Jones, from WALL STREET JOURNAL, February 26, 1996; permission conveyed through Copyright Clearance Center, Inc.
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External Causes of Stress Life Stressors
– Events that take place outside the organization Life change
– Any meaningful change in a person’s personal or work situation Life trauma
– Any upheaval in an individual’s life that alters his or her attitudes, emotions or behaviors
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Table 7.2 Life Changes and Life Change Units
The amount of life stress that a person has experiences in a given period of time, say one year, is measured by the total number of life change units (LCUs). These units result from the addition of the values (shown in the right hand column) associated with events that the person has experienced during the target time period.
Reprinted from JOURNAL OF PSYCHOSOMATIC RESEARCH, V11, Thomas H. Holmes and Richard H. Rahe: "The Social Adjustment Rating Scale," Copyright © 1967, with permission from Elsevier.
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Consequences of Stress
Individual Consequences
– Behavioral
– Psychological
– Medical
Organizational Consequences
– Performance
– Withdrawal
– Attitudes
– Burnout
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Figure 7.4 Individual and Organizational Coping Strategies
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Managing Stress in the Workplace: Individual Coping Strategies
Exercise
Time Management
Role Management
Support Groups
Relaxation
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Managing Stress in the Workplace (cont’d)
Organizational Coping Strategies– Institutional Programs
Design of jobs and work schedules
Fostering a healthy work culture
Supervision
– Collateral Programs Organizational programs specifically created to help
employees deal with stress– Stress management, health promotion, employee fitness
programs, career development
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Work-Life Linkages Fundamental Work-Life Relationships
– Interrelationships between a person’s work life and personal life
Balancing Work-Life Linkages– Importance of long-term versus
short-term perspectives– Significance of evaluating tradeoffs between values