This will help you to understand how to manage stress

2. Stress is the body’s natural response to intense
situation that is perceived as challenging or
threatening to a person’s well being
Distress- Bad stress (is most focused)
Eustress- Good Stress

3. Alarm Reaction- it’s a stage occurs when a threat
or challenge activates the physiological stress
response
Resistance- The person’s ability to cope with the
environmental demand rises above the normal state
during the resistance stage
Exhaustion- People have limited resistance capacity,
and if the source of stress persists, they will
eventually move into the exhaustion stage

4. Stressors, the cause of stress, include any
environmental conditions that place a physical or
emotional demand on a person.

5. Interpersonal stressors
(the most pervasive in the workplace)
interpersonal stressors include stressful
episodes between two or more people
that involve quarrels, arguments,
negative attitudes or behavior, an
uncomfortable atmosphere during a
conversation or activity, and concern
about hurting others' feelings.

6. Role-Related Stressors
When perceived work role expectations
are unclear, incompatible with other
expected behaviors, or too much to
handle, role stress is said to occur
(Tubre & Collins, 2000). Role stress is
typically broken down into three main
types: role ambiguity, role conflict, and
role overload.

7. Role-Related Stressors
Role conflict refers to the degree of incongruity or
incompatibility of expectations associated with a person’s
role.
Role ambiguity refers to the lack of clarity and predictability
of the outcomes of a person’s behavior
Work overload- working more hours and more intensely
during those hours than they can reasonably handle

8. Task control stressors
The degree to which low task control is a
stressor increase with the burden of
responsibility the employee must carry

9. Work-Non work stressors
could include: relationship problems,
financial problems, and general family
problems, Illnesses, housing and feeding
problems, legal problems, sexual
problems, and mental health
problems (Jones et al., 1988).

10. Work-Non work stressors
Time-based Conflict- Refers to the challenge
of balancing the time demanded by work with
family and other nonwork activities.
Strain-based Conflict- occurs when stress
from one domain spills over to the other.
Role behavior conflict- occurs when people
are expected to act quite differently at work
than in nonwork roles.

11. 1. They have different threshold levels of
resistance to the stressor.
2. People use different coping
strategies, some of which are more
effective than others.
3. People have different beliefs about
the threat and their ability to
withstand stress..

12. The capacity of individuals to cope
successfully in the face of significant
change adversity, or risk.

13. Classic workaholic- work addict is highly
involved in work, feels compelled or
driven to work because of inner
pressures, and has a low enjoyment of
work.
Enthusiastic workaholics- have high
levels of all three components
-high work involvement, drive to succeed
, and work enjoyment.
Work enthusiasts- have high work
involvement and work enjoyment ,
But low drive to succeed.

14. Physiological,
Psychological and
Behavioral

15. The stress response shuts down the
immune system, which makes use more
vulnerable to viral and bacterial
infection

16. Job dissatisfaction, moodiness,
depression, lower organizational
commitment
+JOB BURNOUT : the process of emotional
exhaustion, cynicism and reduced
feelings of personal accomplishament
resulting from prolonged exposure to
stress.

17. Moderate levels of stress focus our
attention and concrete resources where
they are most needed. But when
stress>distress:
-Job performance falls
-Memory becomes impaired
-Workplace accidents are more frequent
-Decision are less effective
Absenteeism Is a form of flight-
temporarily withdrawing from the
stressful situation so that we can
reenergize.
Work place aggression represents THE
FIGHT (instead of flight) reaction to stress.

18. Remove The
Stressor.
Withdraw From
the Stressor.
Receive Social
Support
Control The
Consequences
of Stress
Change stress
Perception

19. Remove The
Stressor.
Withdraw From
the Stressor.
Receive Social
Support
Control The
Consequences
of Stress
Change stress
Perception
Work life balance initiatives
-Flexible work time
-Job sharing
-Telecommuniting
-Personal love
-Child care support

20. Remove The
Stressor.
Withdraw From
the Stressor.
Receive Social
Support
Control The
Consequences
of Stress
Change stress
Perception
Temporary Withdrawal
Strategies
- Nap rooms, chill outs
rooms (sofas, Tv,
games)
- Personal days off,
vacation (longer

21. Remove The
Stressor.
Withdraw From
the Stressor.
Receive Social
Support
Control The
Consequences
of Stress
Change stress
Perception
-Valued and Worthy
-Help interpret,
comprehend, and
remove stressors
-Help to buffer the
stress experience

22. Remove The
Stressor.
Withdraw From
the Stressor.
Receive Social
Support
Control The
Consequences
of Stress
Change stress
Perception
-Employee Assistance
Programs (EAPs)

23. Remove The
Stressor.
Withdraw From
the Stressor.
Receive Social
Support
Control The
Consequences
of Stress
Change stress
Perception
Self leadership
practices.

25. Decision Making
Decision-making can be defined as the
process of defining what is
important, among a group of people
or in an organisation. It involves the
selection of a course of action
between two or more possible
alternatives in order to reach a
solution to a given problem.

26. How should people make decision?
•Most business leaders would likely answer this
question by saying that effective decision
making involvws identifying , selecting, and
applying the best posible alternative
•In other words the best decisions use pure
logic and all available information to choose the
alternative with the highest value-the highest
expected profitability. customer satisfaction,
employee well being or some combination of
these outcomes
•These decisions involves complex
"calculations" of data to produce a formula that
points to the best choice

27. Rational decision-making can be described as a
process of selecting the best option or course of
action based on a careful and logical evaluation
of the costs, benefits, and risks associated with
each potential choice..

29. •The rational choice paradigm seems so logical, yet it is impossible to
apply in reality
•One reason is that the model assumes people are efficient and logical
information processing machines. In reality, people have difficulty
recognizing problems; they cannot simultaneously process the huge
volume of information needed to identity the best solution; and they
have difficulty recognizing when their choices have failed
.• Another reason is that if focuses on logical thinking and ignores the
fact that emotions also influence the decision making.

30. •Problems with problem
identification
*Stakeholder's Framing
*Mental models
*Decisive Leadership
*Solution-focused problems
*Perceptual defense

31. •It will always be a challenge
•Be aware of the five problem identification biases
.•Build willpower to resist the temptation of looking decisive when a
more thoughtful examination of the situation should occur
.•Create a norm of "divine discontent" being never satisfied with the
status quo, creating a mindset that more actively searching for
problems and opportunities
.•Finally, discuss situation with colleagues.

32. •According to the rational choice paradigm of decision making,
people rely on logic to evaluate and choose alternatives.
•This paradigm assumes that decision makers have well-articulated
and agreed on organizational goals, that they efficiently and
simultaneously process facts about alternatives and the
consequences of those alternatives, and that they choose the
alternative with the highest payoff.

33. •Emotions affect the evaluation of choices in
three ways:
*Emotions from early preferences
-Our brain very quickly attaches specific
emotions to information about each alternative
and out preffered alternative is strongly
influenced by those initial emotional markers.
*Emotions change the decision eveluation
process
-Moods and specific emotions influence the
process of evaluating alternatives
*Emotions serves as information when we
evaluate alternatives.
-We listen in on our emotions to gain guidance
when making choices

34. INTUITION - The ability to know when a
problem or opportunity exist and to
select the best course of an actions
without conscious reasoning.
•The gut feelings we experience are
emotional signals that have enough
intensity to make us consciously aware
of them
•These signal warn us of impending
danger or motivate us to take advantage
of an opportunity
.•Some intuition also directs us to
preferred choices relative to other
alternatives in the situation.

35. •Avoiding being too decisive ,
contemplate about the available options
before making a decision.
•Remember that decisions are
influenced by both rational and
emotional process, revisit important
issues later you they look at the
information in different moods and have
allowed their initial emotions to subside.
-Scenario planning- a discipline method
for imagining possible futures.

36. •Decision makers aren't completely honest with themeselves when evaluating the
effectiveness of their decisions
•one problem is confirmation bias- the unwitting selectivity in the acquisition and
use of evidence. Confirmation bias ignore or downplay the negative features of
the selected alternatives and overemphasize its positive features.
•Escalations of Commitment- the tendency to repeat an apparently bad decision
or allocate more resources to a failing course of action.
*Self Justification-Decision makers want to appear rational and effective , their
reputation is at stake to some extent.
*Self-enhancement Effect-People have natural tendencies to feel good about
themselves, feel better, more competent and more successful than average.
*Prospect Theory Effect-The tendenxy to experience stronger negative emotions
when losing something of value than the positive emotions of gaining something
of equal value.
*ClosingCosts-Terminating a project may have financial penalties and loss of
goodwill.

37. •Ensure that the people who made
the original decisions are not the
same people who later evaluate the
decision to avoid confirmatios bias.
• Publicly establish a preset level at
which the decision is abandoned od
reevaluated.
•Find a source of systematic and
clear feedback.
•Involve several people in the
evaluation.

39. an ability individuals possess that
allows them to develop new and
imaginative ideas regarding processes,
products or materials. Businesses can
use creativity in the workplace to
create innovative solutions or more
positive and collaborative work
environments.

40. •The development of original ideas that make a socially recognized
contribution
•Creativity is at work when imagining opportunities.
•Creativity is a present whem developing alternatives.
•Creativity also helps us choose alternatives because we need to
visualize the future in different ways and to figure out how each
choice might be useful oe a liability in those scenarios.
•Creativity is an essential component of decision making as well as a
powerful resource for an organization's effectiveness and an
individuals career development.

41. the evolution of an idea into its final form
through a progression of thoughts and
actions. The creative process involves
critical thinking and problem-solving skills.

42. •Cognitive and practical
intelligence
•Persistence
•Knowledge and experience
•Independent Imagination

43. •Learning orientation- leaders
recognize employees make
reasonable mistakes as a part of
the creative process
•Having open communication
and sufficient resources.
•Providing a comfortable degree
of job security.•Support from
leaders and coworkers.

44. •Redefining the problem, ask other people to
explore the problem with you, verbalize the
problem, form new perspectives on the issue.
•Associative play- art classes, impromptu story
telling, acting etc.
-Morphological analysis- listing different
dimensions of a system and the elements of each
dimension and then looking at each combination.
•Cross-pollination- people from different areas
of the organization exchange ideas or when new
people are brought into an existing team

45. •Employee involvement (participative
management) refers to the degree to which
employees influence how their work is organized
and carried out.
•At the highest level of involvement, the entire
decision-making provess is handed over to
employees. They identify problems,discover
alternatives and implement that choice.

46. BENEFITS
• Can help improve decision quality.
• Improve the number and quality
of solutions generated.
•Improves evaluation of
alternatives.
•Strengthen employee commitment
to the decision
• Improve motivation, satisfaction
and turnover, feelings of autonomy,
task identify, job enrichment.
CONTINGENCIS
• Decision structure.
• Source of decision
knowledge.
• Decision commitment.
• Risk of conflict.