1. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Fifteen Stress and Counseling

2. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Employee Stress Typical Symptoms

3. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Extreme Products of Stress Employees need resilience Effects dependent on length and strength of stress, and employee’s recovery power Burnout Symptoms and effects Workaholics

4. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Extreme Products of Stress Workplace Trauma Causes Attitudinal clues Fears of physical harm Workplace violence Posttraumatic stress disorder

5. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Causes, Types, and Consequences of Stress

6. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Frustration The result of a motivation being blocked Defense mechanisms Types of reactions Sources of frustration Hassles Abusive supervision Supportive management is needed

7. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Stress and Job Performance Effects of Stress on Performance

8. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Approaches to Stress Management Three Approaches Prevent Escape Cope Types of Support Social Relaxation Sabbaticals Personal wellness

9. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved The Manager’s Counseling Role Counseling is part of the job Training is needed Most problems are a combination of factual and emotional content Don’t look for emotional content if a rational answer problem solves the problem

10. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Types of Counseling A continuum of counseling styles

11. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Iceberg Model of Counseling

12. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Types of Counseling Effective Managers Are aware of the alternatives available Have the skills to be comfortable with each method Have the analytical ability to make a choice that fits the situation

13. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Sixteen Organizational Behavior Across Cultures

14. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Multinational Organizations A global economy is now a reality Multinational organizations add new dimensions to organizational behavior As communication lines lengthen, control becomes more difficult Managing technical aspects is easier than managing social factors Cultural predicaments often arise

15. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Conditions Affecting Multinational Operations Legal and Ethical Conditions Contrasting local mores, customs, and ethical behaviors Foreign Corrupt Practices Act of 1977 Title VII of the Civil Rights Act of 1964 Women as expatriates Male-dominated cultures

16. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Conditions Affecting Multinational Operations Political Conditions Instability and nationalism Organized labor Layoff and transfer restrictions Economic Conditions Per capita income Rapid inflation Unequal distribution of wealth Constrains stability, security, and human resource development

17. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Conditions Affecting Multinational Operations Individual Differences Individualism/collectivism Power distance Uncertainty avoidance Masculinity/femininity Time orientation

18. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Managing an International Workforce Multiculturalism Leadership styles Communication patterns Other practices Expatriates Parent-country nationals Third-country nationals

19. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Cultural Adaptation

20. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Phases of Cultural Shock Excitement and stimulation Disillusionment Insecurity and disorientation Adaptation

21. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Overcoming Barriers to Cultural Adaptation Careful selection Desire and support Cultural intelligence Compatible assignments Socio-cultural clusters  Anglo-American, Latin European, Latin American, Pacific Rim, Central European Predeparture training

22. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Overcoming Barriers to Cultural Adaptation Orientation and support in new country Mentors Incentives and guarantees Zenophobia Preparation for reentry Reverse cultural shock

23. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Cross-Cultural Communication Nonverbal Communication Time efficiency Thought patterns Need for personal space Eye contact Physical appearance Posture Gestures Silence Values placed on seeing the future Touch