This document discusses managing stress, conflict, and change in the workplace. It provides information on:
- The causes and effects of stress, including organizational, group, individual, and domestic level stressors. Strategies are suggested to reduce stress at both the organizational and individual level.
- The nature of conflict, its causes within organizations, and some benefits that can arise from properly managed conflicts. Strategies for managers to regulate conflicts are outlined.
- How change is an inevitable part of organizations but must be properly managed to support workers and ensure effectiveness. Key solutions for managing change discussed are open communication, consultation, participation, reviewing roles and providing support.
Notes on Stress Management, Conflict management & Knowledge Management in Org...Yamini Kahaliya
The document contents notes on Stress, Conflict & Knowledge Management .
1. Stress is defined as “a state of psychological and physiological imbalance resulting from the disparity between situational demand and the individual's ability and motivation to meet those needs.”
2. Conflict is a process, where perception (real or otherwise) leads to disruption of desirable state of harmony and stability in an interdependent world.
3. Knowledge management is the systematic management of an organization's knowledge assets for the purpose of creating value and meeting tactical & strategic requirements; it consists of the initiatives, processes, strategies, and systems that sustain and enhance the storage, assessment, sharing, refinement, and creation of knowledge.
Stress is inevitable in today’s complex life. Right from the time of birth till death, an individual is regularly exposed to various stressful situations. The threat of political and economic imbalances and uncertainties, unemployment, poverty, urbanization and increased socio- economic complexities and
innumerable other factors contribute to stress. In fact modern times have been called the “age of anxiety and stress” (Coleman, 1976). Stress has been experienced since time immemorial, but its toll is higher than ever before. Stress is growing problem because of increase in working hours, deadlines, conflicting demands and increase accountability. The present paper makes an attempt to discuss stress
and its solution with reference to pertinent literature.
Work place stress preventive and curative measuresIJMER
Stress has been defined in different ways over the years. Originally, it was conceived of as
pressure from the environment, then as strain within the person. The generally accepted definition today
is one of interaction between the situation and the individual. It is the psychological and physical state
that results when the resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than others and in some
individuals than others. Stress can undermine the achievement of goals, both for individuals and for
organisations
Notes on Stress Management, Conflict management & Knowledge Management in Org...Yamini Kahaliya
The document contents notes on Stress, Conflict & Knowledge Management .
1. Stress is defined as “a state of psychological and physiological imbalance resulting from the disparity between situational demand and the individual's ability and motivation to meet those needs.”
2. Conflict is a process, where perception (real or otherwise) leads to disruption of desirable state of harmony and stability in an interdependent world.
3. Knowledge management is the systematic management of an organization's knowledge assets for the purpose of creating value and meeting tactical & strategic requirements; it consists of the initiatives, processes, strategies, and systems that sustain and enhance the storage, assessment, sharing, refinement, and creation of knowledge.
Stress is inevitable in today’s complex life. Right from the time of birth till death, an individual is regularly exposed to various stressful situations. The threat of political and economic imbalances and uncertainties, unemployment, poverty, urbanization and increased socio- economic complexities and
innumerable other factors contribute to stress. In fact modern times have been called the “age of anxiety and stress” (Coleman, 1976). Stress has been experienced since time immemorial, but its toll is higher than ever before. Stress is growing problem because of increase in working hours, deadlines, conflicting demands and increase accountability. The present paper makes an attempt to discuss stress
and its solution with reference to pertinent literature.
Work place stress preventive and curative measuresIJMER
Stress has been defined in different ways over the years. Originally, it was conceived of as
pressure from the environment, then as strain within the person. The generally accepted definition today
is one of interaction between the situation and the individual. It is the psychological and physical state
that results when the resources of the individual are not sufficient to cope with the demands and
pressures of the situation. Thus, stress is more likely in some situations than others and in some
individuals than others. Stress can undermine the achievement of goals, both for individuals and for
organisations
What is organisational culture and what are the importance of organisational culture.
Characteristics of organisational culture.
What is Organisation Change and types of organisation change.
What is the characteristics of Organisation Change.
What is the Lewin's Theree-Step Model.
What is Stress and different types of stress.
what is the way to overcome the stress.
Occupational Stress at Workplace: Study of the Corporate Sector in Indiaiosrjce
The main focus of this study is to identify the level of frequency of the job stressors for corporate
individuals surveyed and trace out the distressing factor that affects most individuals. The paper also throws
light onto the areas explored where changes can be made by the employees, managers, and the Human
Resources (HR) department so as to reduce the stress factors by making a change. The emphasis was mainly on
the corporate sector of India to assess the degree to which indicators of job stress at workplace (Work timings
stretched, Inadequate break times, Repeated heavy workload, Unfair distribution of work, Monotony at work,
Deadline Pressures, under utilization of skills and working relationships) influences Indian native’s mental and
emotional well being. The data was collected by surveying employees of various Corporate through a
structured questionnaire. The sample size was 62. Both primary and secondary sources of data were extensively
used for analyzing this study. 87% of the respondents felt stressed due to work related issues, 79% felt flexible
working hours relieves tension
Comparing stress levels in female doctors of selected public and private sect...Tapasya123
The health care industries have experienced profound changes, during the
past several decades. Doctors in health care profession and a major
component of health care delivery system is significantly affected by
changes in health care industry. Thus, they undergo tremendous stress in
their occupational life as well as their personal life. The present study was
aimed to focus to measure level of stress in female doctors of public and
private sector hospitals. For the present study, total sample was taken as
300 female doctors from public and private sector hospitals. Convenient
sampling technique was used to collect data through standardised selfmade
questionnaire. The result indicates that female doctors were working
in private sector hospitals are more stressed than female doctors were
working in public sector hospitals.
140 Chapter 7 Stress and Well-Being at WorkChapter 7 .docxmoggdede
140 Chapter 7: Stress and Well-Being at Work
Chapter 7: Stress and Well-being at Work 123
7
STRESS and WELL-BEING at WORKChapter Scan
Stress can be beneficial or harmful. While some harmful stress is inevitable, the techniques and approaches available for dealing with that stress are increasing. Some individuals and some circumstances are more at risk for high stress than are others. This chapter also reviews the benefits of controlling stress in the workplace.
LEARNING OBJECTIVES
After reading this chapter, you should be able to do the following:
1.
Define stress, distress, strain, and eustress.
2.
Compare four different approaches to stress.
3.
Explain the psychophysiology of the stress response.
4.
Identify work and nonwork causes of stress.
5.
Describe the benefits of eustress and the costs of distress.
6.
Discuss four moderators of the stress-strain relationship.
7.
Distinguish the primary, secondary, and tertiary stages of preventive stress management.
8.
Discuss organizational and individual methods of preventive stress management.
Key terms
Chapter 7 introduces the following key terms:
stress
stressor
distress
strain
homeostasis
ego-ideal
self-image
eustress
participation problem
performance decrement
compensation award
Type A behavior pattern
personality hardiness
transformational coping
self-reliance
counterdependence
overdependence
preventive stress management
primary prevention
secondary prevention
tertiary prevention
THE CHAPTER SUMMARIZED I.
LOOKING AHEAD: Risk Factors and Coronary Heart Disease
II.
WHAT IS STRESS?
Stress is the unconscious preparation to fight or flee that a person experiences when faced with any demand. Stress does not necessarily have to be destructive. A stressor is the person or the event that triggers the stress response. Distress refers to the adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events.
A.
Four Approaches to Stress
1.
The Homeostatic/Medical Approach
Walter Cannon was the physiologist who discovered the stress response, and he initially named it "the emergency response,” or "the militaristic response." A steady state balance, or equilibrium, is homeostasis, which is upset when a person faces an external demand. The body has natural processes to keep it in homeostasis.
2.
The Cognitive Appraisal Approach
Richard Lazarus made contributions related to the psychology of stress. What is stressful for one person may not be stressful for another. Stress is a result of the person-environment interaction. The person's cognitive appraisal of a situation as stressful is a key part of the stress process.
3.
The Person(Environment Fit Approach
Robert Kahn determined that there is a person-environment fit when skills and abilities match role expectations. Stress occurs when expectations are conflicting or confusing, or when a person's resources are unable to me ...
What is organisational culture and what are the importance of organisational culture.
Characteristics of organisational culture.
What is Organisation Change and types of organisation change.
What is the characteristics of Organisation Change.
What is the Lewin's Theree-Step Model.
What is Stress and different types of stress.
what is the way to overcome the stress.
Occupational Stress at Workplace: Study of the Corporate Sector in Indiaiosrjce
The main focus of this study is to identify the level of frequency of the job stressors for corporate
individuals surveyed and trace out the distressing factor that affects most individuals. The paper also throws
light onto the areas explored where changes can be made by the employees, managers, and the Human
Resources (HR) department so as to reduce the stress factors by making a change. The emphasis was mainly on
the corporate sector of India to assess the degree to which indicators of job stress at workplace (Work timings
stretched, Inadequate break times, Repeated heavy workload, Unfair distribution of work, Monotony at work,
Deadline Pressures, under utilization of skills and working relationships) influences Indian native’s mental and
emotional well being. The data was collected by surveying employees of various Corporate through a
structured questionnaire. The sample size was 62. Both primary and secondary sources of data were extensively
used for analyzing this study. 87% of the respondents felt stressed due to work related issues, 79% felt flexible
working hours relieves tension
Comparing stress levels in female doctors of selected public and private sect...Tapasya123
The health care industries have experienced profound changes, during the
past several decades. Doctors in health care profession and a major
component of health care delivery system is significantly affected by
changes in health care industry. Thus, they undergo tremendous stress in
their occupational life as well as their personal life. The present study was
aimed to focus to measure level of stress in female doctors of public and
private sector hospitals. For the present study, total sample was taken as
300 female doctors from public and private sector hospitals. Convenient
sampling technique was used to collect data through standardised selfmade
questionnaire. The result indicates that female doctors were working
in private sector hospitals are more stressed than female doctors were
working in public sector hospitals.
140 Chapter 7 Stress and Well-Being at WorkChapter 7 .docxmoggdede
140 Chapter 7: Stress and Well-Being at Work
Chapter 7: Stress and Well-being at Work 123
7
STRESS and WELL-BEING at WORKChapter Scan
Stress can be beneficial or harmful. While some harmful stress is inevitable, the techniques and approaches available for dealing with that stress are increasing. Some individuals and some circumstances are more at risk for high stress than are others. This chapter also reviews the benefits of controlling stress in the workplace.
LEARNING OBJECTIVES
After reading this chapter, you should be able to do the following:
1.
Define stress, distress, strain, and eustress.
2.
Compare four different approaches to stress.
3.
Explain the psychophysiology of the stress response.
4.
Identify work and nonwork causes of stress.
5.
Describe the benefits of eustress and the costs of distress.
6.
Discuss four moderators of the stress-strain relationship.
7.
Distinguish the primary, secondary, and tertiary stages of preventive stress management.
8.
Discuss organizational and individual methods of preventive stress management.
Key terms
Chapter 7 introduces the following key terms:
stress
stressor
distress
strain
homeostasis
ego-ideal
self-image
eustress
participation problem
performance decrement
compensation award
Type A behavior pattern
personality hardiness
transformational coping
self-reliance
counterdependence
overdependence
preventive stress management
primary prevention
secondary prevention
tertiary prevention
THE CHAPTER SUMMARIZED I.
LOOKING AHEAD: Risk Factors and Coronary Heart Disease
II.
WHAT IS STRESS?
Stress is the unconscious preparation to fight or flee that a person experiences when faced with any demand. Stress does not necessarily have to be destructive. A stressor is the person or the event that triggers the stress response. Distress refers to the adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events.
A.
Four Approaches to Stress
1.
The Homeostatic/Medical Approach
Walter Cannon was the physiologist who discovered the stress response, and he initially named it "the emergency response,” or "the militaristic response." A steady state balance, or equilibrium, is homeostasis, which is upset when a person faces an external demand. The body has natural processes to keep it in homeostasis.
2.
The Cognitive Appraisal Approach
Richard Lazarus made contributions related to the psychology of stress. What is stressful for one person may not be stressful for another. Stress is a result of the person-environment interaction. The person's cognitive appraisal of a situation as stressful is a key part of the stress process.
3.
The Person(Environment Fit Approach
Robert Kahn determined that there is a person-environment fit when skills and abilities match role expectations. Stress occurs when expectations are conflicting or confusing, or when a person's resources are unable to me ...
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Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
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What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
3. According to Crider, Goethals, Kavanaugh and
Soloman, “Stress is a pattern of disruptive
psychological and physiological functioning that
occurs when an environmental event is appraised as a
threat to important goals and one’s ability to cope.”
4. From a physiological point of view, stress may be
defined as any state during which the body tends to
mobilize its resources and utilize more energy than
it ordinarily would.
5. The stress leads to physiological and
psychological changes such as changes in
heart rate, skin resistance, respiration,
blood pressure and endocrine activity.
9. Stress is not always negative.Any event
causing stress results into an action from
person under stress.This action may also result
into positive performance.
10. According to Cynthia D. Fisher, L. F. Schoenfeldt
and J. B. Shaw, “The optimum level of tension will
result in maximum performance.”
11. Optimum level of stress is difficult to
determine as it depends upon the kind of
occupation, age, sex and race of the employee.
19. CAUSES OF STRESS OR STRESSORS:
1. Organisational Causes
2. Group Level Causes
3. Individual Level Causes
4. Domestic Level Causes
5. Other Causes
20. 1. ORGANIZATIONAL CAUSES
The organizational causes include the organizational structure,
managerial leaderships, rules and regulations, extent of
centralization and decentralization, type of communication,
delegation of powers, number of employees in a room or hall
working together etc.
21. Excessive nature of centralized decisions and allowing
participation of employees in decision making process
cause stress.
22. Style of leadership adopted by the managers
and executives of the organisation also affect
the mental balance of the employees and they
fall a prey to stress.
24. 2. GROUP LEVEL CAUSES:
At workplace human beings are working. Human
beings are social animals they live in groups.This
group ideology holds good at workplace also.
Employees have to work in groups. Certain jobs
demand teamwork.
25. Employees’ behavior is influenced by group.The
group is also a potential cause of stress where there
is lack of cohesiveness and social support.Working
together in groups is essential at lower level of the
organization.
Lack of social support becomes a cause of stress.
26. The conflicts between groups also are a cause
of stress because inter-department or
intergroup conflicts increase the burden of
work.
27. 3. INDIVIDUAL LEVEL CAUSES:
There are many reasons for causing stress to an
individual. At the workplace when two superiors have
assigned the work to the same individual simultaneously
put him under stress. He will be under tension as to
whose work is to be finished first.This is because of role
conflict.
28. Another reason for stress for an individual is when the job
responsibilities are not clearly defined.The types of
personality also are the causes of stress to an individual.
“Type A personality” individuals are workaholics; works
speedily and exactly, don’t rest, and don’t enjoy life.
29. As against them, the individuals with “Type B
personality” remain stress free comparatively.
These individuals do not bother if work suffers, they
take their own time to complete the task, and they
enjoy life and take full rest.
30. The change in job and job responsibilities because
of promotion or transfer also put an individual
under stress.
31. Several changes are taking place nowadays. Joint
family system has now broken. Modern approach to
life has changed the life style of individuals.
Everyone wants complete freedom.
To run the family according to modern life style is
becoming increasingly difficult.
4. DOMESTIC LEVEL CAUSES:
32. Majority middle class people face the identity crisis.
They want to lead sophisticated life style which the
rich can afford. They suffer from financial crisis
which becomes a major cause of worry and tension
for them. Children’s education, death of a spouse,
purchase of new house, soaring prices, etc. are the
causes of stress to an individual on domestic front.
33. 5. OTHER CAUSES:
Among other include economic, political and technological
changes that are going on continuously.These are extra
organizational but sometimes have negative effect on jobs.
The changes in economic, political and technological front
sometimes have potential threat to the jobs.These reasons put
the employees under stress.
34. Age, health and education are also the
factors causing stress.
35. CONSEQUENCES OF STRESS:
There are serious consequences or effects of
stress on health of the employees and their
work performance.
36. As for physical problems include chronic
fatigue, ulcers, diabetes, skin disorders,
asthma, allergies, high blood pressure,
migraine, irritations, increased heart and
breath rates, heart attacks etc.
37. The psychological problems include tension,
emotional imbalance, boredom, job
dissatisfaction, anxiety, depression, irritation
and procrastination
38. Stress also affects the behavior of the persons.
It leads to adverse changes in job performance,
increased absenteeism, and turnover,
significant increase in the habit of smoking and
alcoholism, and cynicism.
39. The economic effect of stress is that the stressed
employees failed to put their best performance
resulting into low production ultimately leading to
losses.
40. BURNOUTS:
Stress can lead to burnout. Burnout is the result of chronic
emotional stress, physical exhaustion and excess depression.
K. Aswathappa defined burnout as, “a state of mind
resulting from prolonged exposure to intense emotional
stress and involving, physical, emotional and mental
exhaustion.”
41. Excess stress causes burnout. It is therefore
necessary to take steps that stress should not
be allowed to go excess leading to burnout.
42. STRESS REDUCTION STRATEGIES:
No one can escape stress. But sincere attempts can be made to
reduce it. If not reduce it will prove costly to organisation and its
human resources.
Strategies to reduce stress can be divided into:
1. Organizational level strategies, and
2.Individual level strategies.
43. 1. ORGANIZATIONAL LEVEL STRATEGIES:
The organization can implement the programs for its
employees such as relaxation techniques, physical fitness
programs, stress education, group discussions, family
counseling, hobby workshops, sports and recreation facilities,
time management, counseling in respect of drug and alcohol
abuse, obesity control techniques etc. to reduce stress.
44. Ergonomics can be used to reduce stress at the workplace.
Improved communication, proper delegation of authority
reducing centralization of authority, jobs redesign specially
to enrich them, proper selection and placement of persons
at respective jobs, participative decision making and
practicing the core techniques of human resource
management are some of the strategies that can keep the
stress under control.
46. 2. INDIVIDUAL LEVEL STRATEGIES:
Organization can make its own efforts as far as
possible to reduce the stressors at workplace but an
individual should make all out efforts to manage his
own stress effectively.
47. FOLLOWING ARE SOME OF THE WAYS TO MANAGE STRESS INDIVIDUALLY:
One should take proper balanced diet at proper time.
Avoid drinking and smoking.
Regular exercise for fitness.
Know your strong and weak points.
Relax for some time to control blood pressure, heart rate.
Prayers like worshiping etc., meditations, yoga can help reduce
tension.
48. Effective time management by preparing daily lists of work
according to their priorities and follow it.
Plan your career.
Open your heart to your friends; express your feelings,
emotions, threats etc. It helps in relieving the mind from
botheration.
Take pride on your achievements and receive from others.
Exercise control on yourself.
Identify the factors causing stress.Try to keep away from them
as far as possible.
50. According toWendell French, “conflict in the organization
consists of opposing behaviors between two or more people or
groups who have incompatible goals.”
52. According to Leonard Greenhalgh, “conflict is not an
objective, tangible phenomenon; rather, it exists in the
minds of the people who are party to it.”
53. Conflict cannot be resolved unless third impartial party
interferes or both coming together and hold a talk.
54. Managers have to spend much of their time in resolving
conflicts between employees or groups of employees.
55. There are many causes that lead to conflict such as
organizational structure, differences in values, perceptions, and
objectives etc. which are to be dealt in skillfully to ease away
conflict so that maximum performance can be achieved from all
the human resources of the organization.
56. For managing conflict, one must understand the situation
and then pursue the parties to conflict to reconsider their
perceptions and come to compromise.
57. The conflicts sometimes if well managed become
conducive to the effective functioning of the organization
otherwise it may result in distortion of interests of the
organization.
58. Manager has to take care that conflicts should not harm
the interests of the organization.
59. CERTAIN BENEFITS ARISING OUT OF CONFLICTS
1. Conflicts create awareness in respect of the problems faced by the
organization, they can then be solved on time.
2. Conflicts bring about change.They bring injustice, inefficiencies and
other defects to surface.The corrective measures can be taken through
appropriate changes.
3. Conflicts involve opposition of ideas and views.Through this
opposition better ideas are evolved leading to correct decisions.
4. Conflicts make the people curious to evolve new creative ideas for
better performance and solutions to the problems than the rival
groups.This helps in stimulating creativity among employees.
60. If such advantageous are the dimensions of conflicts then it
is really beneficial and enjoyable because good is the
yielding. If conflict takes the severe turn then it becomes
very harmful and organisation suffers from it.
61. If issues involved in the conflicts are of principles then it
becomes difficult to resolve because parties will prefer to
stick to their principles but if these issues are divisible and
basic principles are not involved in it then the conflict is
easy to resolve.
62. The manager must be a watchful person. He should closely
watch the eruption of conflict at the beginning itself. If it seems
to increase performance he should stimulate it. If it seems to
harm the performance then he should take the steps to reduce it
or don’t allow it to take hazardous stage.
Regulation of conflict is essential by adopting standard rules and
procedure.
63. CHANGE
Change is an inevitable aspect of organizational life and can
be essential for future growth. However, poor management of
the change process can lead to workers feeling anxious and
uncertain about aspects of their work or employment status.
64. Managing change is when you proactively make the
most of changes to benefit your organization.
65. As the world changes and the needs of beneficiaries
and funders change so, organizations need to adapt.
Much of the time we can just accommodate the
changes and get on with everyday work.
66. But everyone has a different capacity to adapt and
continual or large-scale changes can be unsettling,
create stress and in the long term undermine
organisational effectiveness.
67. Actively managing change is important to ensure
workers can adapt effectively while still delivering
much needed services.
68. If it’s managed well, then change can be
empowering, taking people to the edges of their
comfort zone, stretching them and building their
confidence to realize they are capable of things they
didn’t know.
70. COMMUNICATION
Communication is the most important strategy in achieving
successful change. Failure to effectively communicate
changes in the workplace may increase worker distress.
It has been said you need to communicate any message
seven times in seven different ways for it to be heard. That
might sound excessive, but don’t just say it once and
assume everyone was listening and understood
71. CONSULTATION AND PARTICIPATION
Ensure workers are consulted about workplace change and as a
minimum, note that workers and/ or their unions have a legal right
to be consulted about significant changes under their award,
agreement or industrial relations legislation
Ensure workers are supported throughout the change process and
are aware of any potential impacts on their roles
Provide opportunities for workers to participate in the change
process to encourage uptake, increase motivation and promote
ownership of the process and outcomes
72. Encourage involvement from individuals and work teams
Encourage workers to be involved in the planning of change
initiative(s) and to provide ongoing feedback on the proposed
change
Ensure the results of consultations are fed back to the group or
individuals and discuss why it may not have been possible to take
some ideas on board
Implement changes in a timely manner
73. REVIEW ROLES
Review team and individual work plans after the change to
ensure roles, objectives and accountabilities are clear
Change job descriptions to match the new duties and
tasks of the role, preventing ambiguity and role conflict.
Workers should participate in this review process where
possible
Encourage workers to develop their skills to help them
undertake new and challenging work produced by the
change
74. Ensure workers feel confident in undertaking their job tasks and
make sure they receive enough training for them to be competent
in their roles
Where a change in structure or roles occurs, or re-training is
required, use the performance review process as a positive
opportunity for workers to have renewed input to the way they
complete their work
75. PROVIDE SUPPORT
Be aware that workers may need additional
practical or emotional support during times of
organizational change.
76. At the individual level, solutions are aimed at assisting individuals to cope
or build resilience.
Appropriate activities to be considered at this level of intervention include:
corporate induction programs
access to employee assistance programs
training about resilience
health and wellbeing programs
counselling/therapy for people experiencing distress from sources both
in and outside of the workplace