1. © McGraw-Hill Companies, Inc., 1999 1 Chapter 7 Organizational Stress: An Individual View – A Book Review John M. Ivancevich Michael T. Matteson Slides Prepared by Bruce R. Barringer University of Central Florida

2. © McGraw-Hill Companies, Inc., 1999 2 Learning Objectives Slide 1 of 2 Define what is meant by the term stress. Describe the various components of the organizational stress model. Distinguish between three different types of stressors. Discuss major individual and organizational consequences of stress.

3. © McGraw-Hill Companies, Inc., 1999 3 Learning Objectives Slide 2 of 2 Identify three important variables which moderate the stress process. Describe several different organizational and individual approaches to stress prevention and management.

4. © McGraw-Hill Companies, Inc., 1999 4 Stress Defined An adaptive response, moderated by individual differences, that is a consequence of any action, situation, or event, that places special demands on a person.

5. © McGraw-Hill Companies, Inc., 1999 5 Factors Affecting the Level of Stress Felt by an Individual ImportanceUncertaintyDuration How significant the event is to the individual A lack of clarity about what will happen Length of time of special demands

6. © McGraw-Hill Companies, Inc., 1999 6 Exhibit 7.1: Organizational Stress: A Model Stress Prevention & Management - Maximizing person- organization fit - Organizational programs - Individual approaches Stress Consequences - Organizational - Individual Stress The experience of special demands being placed on an individual Stress Moderators - Personality facets - Type A behavior - Social support Work Stressors - Physical environment - Individual - Group & organizational

7. © McGraw-Hill Companies, Inc., 1999 7 Work Stressors Slide 1 of 2 Stressors –Are those actions, situations, or events that place special demands on a person. Work Environment Stressors –Work environment stressors are often termed blue-collar stressors because they are more a problem in blue collar occupations. Examples include: repetitive stress injury, chemicals, heat stress, pesticides, and noise.

8. © McGraw-Hill Companies, Inc., 1999 8 Work Stressors Slide 2 of 2 Individual Stressors –Roles Conflict Is present whenever compliance by an individual to one set of expectations about the job is in conflict with compliance to another set of expectations. –Work Overload Qualitative overload occurs when people feel they lack the ability needed to complete their jobs, or the performance standards have been set too high. Quantitative overload results from having too many things to do or insufficient time to complete a job.

9. © McGraw-Hill Companies, Inc., 1999 9 Exhibit 7.2: The Underload Overload Continuum Low performance Optimal stress UnderloadOptimal performance Overload l Boredom l Decreased motivation l Absenteeism l Apathy l High motivation l High energy l Sharp perception l Calmness l Insomnia l Irritability l Increased errors l Indecisiveness

10. © McGraw-Hill Companies, Inc., 1999 10 Group and Organizational Stressors Participation Intra and Intergroup Relationships Organizational Politics Organizational Culture Lack of Performance Feedback Inadequate Career Development Opportunities Downsizing

11. © McGraw-Hill Companies, Inc., 1999 11 Stress Consequences Slide 1 of 2 Individual Consequences –Psychological Consequences Anxiety, frustration, apathy, & lowered self-esteem. –Cognitive Consequences Poor concentration, inability to make sound decisions or any decisions at all, & mental blocks. –Physiological Consequences Increased heart rate, elevated blood pressure, sweating, & hot and cold flashes.

12. © McGraw-Hill Companies, Inc., 1999 12 Stress Consequences Slide 2 of 2 Organizational Consequences –Costs In the U.S., stress causes organizations approximately $150 billion per year in poorer decision making and decreases in creativity. –Job Dissatisfaction Excessive stress increases job dissatisfaction.

13. © McGraw-Hill Companies, Inc., 1999 13 Burnout Indicators Slide 1 of 2 Emotional Exhaustion –Feel drained by work, feel fatigued in the morning, frustrated, & do not want to work with other people. Depersonalization –Have become calloused by job, treat others like objects, do not care what happens to other people, feel other people blame you.

14. © McGraw-Hill Companies, Inc., 1999 14 Burnout Indicators Slide 2 of 2 Low Personal Accomplishment –Cannot deal with problems effectively, do not have a positive influence on others, cannot understand others’ problems or identify with them, & no longer feel exhilarated by your job.

15. © McGraw-Hill Companies, Inc., 1999 15 Stress Moderators Slide 1 of 2 PersonalityType A Behavior Pattern - Emotional Stability - Agreeableness - Locus of Control - Self-Efficacy This type A person is an aggressive driver who is ambitions, competitive, task-oriented, and always on the move

16. © McGraw-Hill Companies, Inc., 1999 16 Stress Moderators Slide 2 of 2 Social Support The comfort, assistance, or information an individual receives through formal or informal contacts with individuals or groups.

17. © McGraw-Hill Companies, Inc., 1999 17 Organizational Stress Prevention and Management Programs Employee Assistance Programs (EAP) –Designed to deal with a wide range of stress- related problems, including behavioral and emotional difficulties, substance abuse, and family and marital discord. Wellness Programs –Focus on an employee’s over physical and mental health.

18. © McGraw-Hill Companies, Inc., 1999 18 Individual Approaches to Stress Prevention and Management Cognitive Techniques Relaxation Training MediationBiofeedback