The document discusses characteristics of high-performance workplaces, including collaborative structures, open communication, proactive problem-solving, and stress management strategies to improve employee well-being and satisfaction. It analyzes how high-performance organizations differ from traditional workplaces in fostering dynamic operations, competiveness, and optimal working conditions. The document also examines signs of excessive job stress and provides tips for coping with stress through self-care, time management, and improving emotional intelligence.

1. 

2. 1. Introduction
2. Organization High-Performance
Workplace Characteristics
3. High-Performance in
Workplaces
4. Managing Job Stress
5. Signs of Excessive Job Stress
6. Tips for Coping
7. Conclusion
8. References
9. Questions and Answers

3.  We will explore high-performance organizational trends in organization
workplaces.
 Discuss organization’s high-performance workplace:
 Characteristics
 Organizational dynamics
 Operational effectiveness
 Traditional organization differences
 Work environment stress
 Including organizational behavior trends, stress management, and the
relation to stress management and the high-performance workplace.

4.  Ten conditions exist for high performance and growth in an organization:
 Employees understanding the organization’s existence and importance through work
clarity
 Comprehending abilities, other resources, people, and technology to achieve work
accomplishment through capability assessment
 Customer service and quality growth for goal success
 Expanding methods for recognition and high performing employee reward through
creative recognition
 Effectively using all organization resources through strategic resource alignment

5.  Continuous progression assessment using customer, employment, and stakeholder
information through multiple source feedback
 Creating an energizing work environment for people through work management and
vitality change
 Achieving changing evolving goals by maintaining a learning climate through
continuous learning
 Using teams for members preparation to succeed in bringing solutions toward current
organization issues through team readiness
 Finally creating an environment to encourage growth self-direction through
individual readiness

6.  Emotional stability
 Higher job and life satisfaction
 Lower stress level
 Extraversion
 Higher performance
 Enhanced leadership
 Higher job and life satisfaction
 Openness
 Training performance and enhance leadership
 More adaptable to change

7.  Agreeableness
 Higher performance
 Lower level of deviant behavior
 Conscientiousness
 Higher performance
 Enhance leadership
 Greater longevity

8.  Operational effectiveness
 Use numbers of practices to produce results
 Such as benchmarking to determine their level of performance.
 Total quality management and balanced score card to determine their
performance
In contrast, traditional organizations use old strategies to operate effectively.

9.  Reduce workplace stress
 High performance organization use variety of mechanisms.
 Organization give employees opportunities to give opinions on matters
affecting their job to reduce stress
 Organization use a participative style of leadership where employees discuss
their problems and get help
In contrast, traditional organizations hardly care about their employees.

10.  Dynamics in the organizations
 Incorporate effective communication
 Conflict management
 Motivation methods to deal with issues in the organization
In contrast, traditional organizations are not diverse in their policies and no
effective conflict management methods but fail in their way of communication.

11.  Take responsibility
 Improve physical & emotional well-being
 Avoid pitfalls
 Identify negative attitudes
 Learn better communication
 Ease and improve work relationships

12.  Feelings of anxiety
 Loss of interest in work
 Problems sleeping & fatigue
 Trouble concentrating
 Tension
 Muscles
 Headaches
 Social withdrawal
 Using alcohol or drugs to cope

13.  Recognize warning signs
 Take care of yourself
 Exercise to increase energy
 Healthy food choices
 Enough sleep

14.  Prioritizing & organizing
 Time management
 Balanced schedule
 Don’t over commit
 Regular breaks
 Task management
 Prioritize tasks
 Projects into small steps
 Delegate responsibility
 Be willing to compromise

15.  Improving emotional intelligence
 Self-awareness
 Self-management
 Social awareness
 Relationship management
 Breaking bad habits
 Resist perfectionism
 Change negative thinking
 Don’t try to control the uncontrollable
 How managers & employers can help
 Improve communication
 Consult employees
 Cultivate a friendly social environment

16.  Technology
 Collaborative Teamwork
 Problem-Solving
 Decision Making
 Organizational Goals
 Motivation
 Rewards and Incentives
 Organizational Environment
 Diversity

17.  Encourage personal wellness
 Implement organizational wellness
 Improved job placement and training
 Employee assistance programs
 Increase employee involvement
 Organizational communication
 Employee sabbaticals

18.  When an organization’s structure is collaborative, open, and proactive,
employees become equipped with organized tools to perform better.
 Recognizing how high performance organizations differ from traditional
workplaces helps to improve dynamic operational effectiveness and
increase employee satisfaction.
 Stress management strategies encourage organizational members to be
mindful of their physical and mental health and avoid job burnout.
 Emerging trends in organizational behavior relating to high performance
workplaces and stress management techniques support organizations
with the most effective and efficient resources to maintain
communication, competency, competiveness, and optimal working
conditions.

19. 1. Cofer, C.N., & Appley, M. H.
(1967). Motivation: Theory and
Research. New York: John Wiley
& Sons.
2. Robbins, S. P. & Judge, T. A.
(2009). Organizational Behavior
(13th ed.). Upper Saddle River,
NJ: Prentice Hall.
3. Schermerhorn, J. R., Hunt, J.
G., & Osborn, R. N. (2008).
Organizational Behavior (10th
Ed.).
Hoboken. NJ: John Wiley &
Sons.