Ob 4 strress and conflict
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Stress and conflict can arise from various sources including extra-organizational factors, the organization itself, groups within the organization, and individual characteristics. While some stress is normal and can be positive, too much stress over time can lead to burnout. Conflict in organizations is also inevitable and can be functional or dysfunctional. The document outlines various coping strategies for stress and conflict at both the individual and organizational level, as well as describing different views and forms of conflict and its typical processes.
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Conflict Management
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Forms of Conflict .
Causes of Conflict .
Conflict at workplace .
Organizational Conflict .
Function Vs dysfunctional Conflict .
Management of conflict .
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3) Negotiation strategies are also discussed, including distributive and integrative bargaining. The 5 steps of negotiation are preparation, defining ground rules, clarification, bargaining, and closure.
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
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Ob 4 strress and conflict
- 2. Definition of Stress “An adaptive response, mediated by individual differences and/or psychological process, that is a consequence of any external (environmental) action, situation, or event that places excessive psychological and/or physical demands on a person”
- 3. Job Stress “A condition arising from the interaction of people and their jobs and characterized by changes within people that force them to deviate from their normal functioning” An adaptive response to an external situation that results in physical, psychological, and/or behavioral deviations for organizational participants”
- 4. What Stress is, and is not Good/positive stress Bad/negative stress Stress is not simply anxiety Stress is not simply nervous tension Stress is not necessarily something damaging, bad, or to be avoided
- 5. What about Burnout? Stress is normal and often quite healthy, however, when the ability to cope with stress begins to let us down, then we may be on the road to burnout” “Burnout may be the consequence of losing the sense of basic purpose and fulfillment of your work” Burnout creates a sense of isolation and a feeling of control, causing the burn out employee to relate differently to others and to their work”
- 6. The causes of stress Extra organizational stressors Organizational stressors Group stressors Individual stressors
- 7. Extra organizational stressors “Extra organizational stressors include things such as societal/technological change, globalization, the family, relocation, economic and financial conditions, race and class, and residential or community conditions”
- 8. Organizational stressors “Organization is made up of groups of individuals, which includes macro level stressors can be categorized into administrative policies and strategies, organizational structure and design, organizational processes and working condition” “Organizational stressor include responsibility without authority, inability to voice complaints, inadequate recognition,and lack of clear job descriptions or reporting relationships”
- 9. Group stressors Lack of group cohesiveness Lack of social support
- 10. Individual stressors “Extra organizational, organizational, and group all eventually get down to the individual level” “Personality control, learned helplessness and psychological hardiness may all affect the level of stress someone experience ”
- 11. Definition of conflict “A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that first party cares about”
- 12. Views of conflict Traditional view of conflict “The belief that all conflict is harmful and must be avoided” Human relations view of conflict “ The belief that conflict is a natural and inevitable outcome in any group” Interactive view of conflict “ The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively”
- 13. Forms of conflict Functional conflict “ Conflict that supports the goals of the group and improves its performance” Dysfunctional conflict “conflict that hinders group performance”
- 14. Intra individual Conflict Conflict due to frustration Goal conflict Role conflict
- 15. Goal conflict Approach approach conflict Approach avoidance conflict Avoidance avoidance conflict
- 16. Role conflict and ambiguity The person and the role Intra role Inter role
- 17. Interactive conflict Interpersonal conflict Inter group behavior and conflict
- 18. Interpersonal conflict Personal differences Information deficiency Role incompatibility Environment stress
- 19. Inter group behavior and conflict Competition for resources Task interdependence Jurisdiction ambiguity Status struggles
- 20. The effects of stress and intra individual conflict Physical problems due to stress and conflict Psychological problems due to stress and conflict Behavioral problems due to stress and conflict
- 21. Coping strategies for stress and conflict Individual coping strategies Organizational coping strategies
- 22. Individual coping strategies Exercise Relaxation Behavioral self control Cognitive therapy Networking
- 23. Organizational coping strategies Be proactive Acknowledge survivors emotions Communicate after the downsizing Clarify new roles
- 24. The conflict process Perceived Conflict- Handling Antecedent Condition Conflict Intentions •Communication •Competing •Collaborating Overt conflict •Structure •Compromising •Party’s behavior •Avoiding •Other’s reaction •Personal variables Felt Conflict •Accommodating Increased Decreased group group performance performance
- 25. The conflict process Perceived conflict Felt conflict Intensions Competing Collaborating Avoiding Accommodating Compromising
- 26. Conflict Management Technique Conflict resolution techniques Conflict stimulation techniques