Partial notes on BBA 205 course for students of IP University (Delhi) and anyone who wants a beginner's level knowledge.
Citations are reflected in the slides.
Describe personality, how it is measured, and the factors that shape it
Strength and weaknessess of MBTI framework and Big Five Personality Model
The contribution of Core Self Evaluation (CSE), self monitoring, and personality on understanding personality
Relationship between situation, personality and behavior
Contrasting the terminal and instrumental values
Person-job-fit and person-organization-fit
Hofstede’s five value dimension and GLOBE framework
This document discusses organizational behavior and attitudes and values. It defines attitudes as evaluative statements indicating one's feelings towards people, objects, events, or situations. Attitudes can be positive or negative. The components of attitudes are affective (feelings), cognitive (beliefs), and behavioral (intentions). Attitudes are formed through experiences, learning, family/peers, and mass communication. Job satisfaction and dissatisfaction are work-related attitudes that can impact employee performance and turnover. Methods for changing attitudes include providing information, resolving discrepancies, and social influence. Values are ideals that guide behavior and are more stable than attitudes. The document contrasts values and facts.
Cool Products is expanding its packaged condiments business to Rajasthan and is establishing a new production unit in Kota. They are considering two candidates for General Manager: Mr. Varun Tyagi, a production manager with 10 years of experience in the food industry, and Mr. Avinash Kale, an MBA holder with excellent academics and a task-oriented leadership style. As a consultant, the document analyzes the strengths and leadership styles of both candidates to determine that Mr. Varun Tyagi, with his relevant experience, supportive behavior traits, and consultative leadership style, would be the best choice for GM.
This document discusses factors that influence individual behavior. It describes needs, motives, goals, values, beliefs, attitudes, perception, personality and motivation as key determinants of behavior. It provides details about each factor, including how they are formed and how they shape individual actions and responses to internal and external stimuli. Personality is influenced by heredity, environment, and situational factors. Key aspects of personality discussed are locus of control, Machiavellianism, self-esteem, self-monitoring, risk-taking, and Type A vs Type B.
This document outlines several human resource policies for an organization, including recruitment, leave, health and safety, termination, and expenses policies. The recruitment policy describes the purpose of hiring the most suitable candidates without discrimination and the hiring process, including reference checks and offering letters. The leave policy covers different types of leave such as sick, personal, maternity and educational leave. The termination policy provides guidelines for terminating employees, including required notice and final pay. The expenses policy specifies which work-related expenses employees can claim reimbursement for with receipts.
The document discusses the psychological contract, which refers to an employee's beliefs regarding the implicit promises between themself and their employer. These beliefs are shaped by organizational policies and culture. Psychological contracts are based on social exchange theory, where individuals help each other when the perceived benefits outweigh the costs. When an employer breaches the psychological contract by failing to fulfill promises, it can negatively impact the employee's emotions, relationship with the employer, performance, and likelihood of staying with the organization. Managing psychological contracts effectively requires clear communication from both the employer and employee.
Career Planning and Succession Planning - Principles of Human Resource Manage...Rai University Ahmedabad
Career and succession planning is very important for every individual, here, students will study about in what stage of life they should lead to the career growth path.
Describe personality, how it is measured, and the factors that shape it
Strength and weaknessess of MBTI framework and Big Five Personality Model
The contribution of Core Self Evaluation (CSE), self monitoring, and personality on understanding personality
Relationship between situation, personality and behavior
Contrasting the terminal and instrumental values
Person-job-fit and person-organization-fit
Hofstede’s five value dimension and GLOBE framework
This document discusses organizational behavior and attitudes and values. It defines attitudes as evaluative statements indicating one's feelings towards people, objects, events, or situations. Attitudes can be positive or negative. The components of attitudes are affective (feelings), cognitive (beliefs), and behavioral (intentions). Attitudes are formed through experiences, learning, family/peers, and mass communication. Job satisfaction and dissatisfaction are work-related attitudes that can impact employee performance and turnover. Methods for changing attitudes include providing information, resolving discrepancies, and social influence. Values are ideals that guide behavior and are more stable than attitudes. The document contrasts values and facts.
Cool Products is expanding its packaged condiments business to Rajasthan and is establishing a new production unit in Kota. They are considering two candidates for General Manager: Mr. Varun Tyagi, a production manager with 10 years of experience in the food industry, and Mr. Avinash Kale, an MBA holder with excellent academics and a task-oriented leadership style. As a consultant, the document analyzes the strengths and leadership styles of both candidates to determine that Mr. Varun Tyagi, with his relevant experience, supportive behavior traits, and consultative leadership style, would be the best choice for GM.
This document discusses factors that influence individual behavior. It describes needs, motives, goals, values, beliefs, attitudes, perception, personality and motivation as key determinants of behavior. It provides details about each factor, including how they are formed and how they shape individual actions and responses to internal and external stimuli. Personality is influenced by heredity, environment, and situational factors. Key aspects of personality discussed are locus of control, Machiavellianism, self-esteem, self-monitoring, risk-taking, and Type A vs Type B.
This document outlines several human resource policies for an organization, including recruitment, leave, health and safety, termination, and expenses policies. The recruitment policy describes the purpose of hiring the most suitable candidates without discrimination and the hiring process, including reference checks and offering letters. The leave policy covers different types of leave such as sick, personal, maternity and educational leave. The termination policy provides guidelines for terminating employees, including required notice and final pay. The expenses policy specifies which work-related expenses employees can claim reimbursement for with receipts.
The document discusses the psychological contract, which refers to an employee's beliefs regarding the implicit promises between themself and their employer. These beliefs are shaped by organizational policies and culture. Psychological contracts are based on social exchange theory, where individuals help each other when the perceived benefits outweigh the costs. When an employer breaches the psychological contract by failing to fulfill promises, it can negatively impact the employee's emotions, relationship with the employer, performance, and likelihood of staying with the organization. Managing psychological contracts effectively requires clear communication from both the employer and employee.
Career Planning and Succession Planning - Principles of Human Resource Manage...Rai University Ahmedabad
Career and succession planning is very important for every individual, here, students will study about in what stage of life they should lead to the career growth path.
Values represent basic convictions about what is good and desirable. They influence our perceptions and attitudes, and generally shape behavior. There are two main types of values: terminal values which are desirable end-states, and instrumental values which are preferable modes of behavior. Different cultures can be assessed based on their values along dimensions such as individualism versus collectivism. Attitudes are learned predispositions to respond favorably or unfavorably to objects, and are influenced by values. Common attitudes studied in organizational behavior are job involvement, organizational commitment, and job satisfaction.
The document discusses issues that arose at Watson Public Ltd related to quality, packing, labeling, and on-time delivery of materials. The HR manager determined the issues were related to recently hired employees, not system problems. Specifically, the company hired new employees for higher positions without considering internal candidates and paid the new employees higher packages than existing employees in the same roles. This dissatisfied the current employees and likely led to the issues as a form of slowdown strike without formally striking. The HR manager's view that a lack of employee recognition and equality, rather than just equality, caused the problems.
This ppt includes all the information you need about transfer and promotion. Easy to read slides highlighting key points for your convenience. Perfect for research and students. Hope you find it useful. Please do like, share and follow. Thank you !
This document discusses two frameworks for identifying personality traits: the Myers-Briggs Type Indicator (MBTI) and the Big Five Model.
The MBTI classifies personalities into 16 types based on preferences in four dichotomous scales: Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling, and Judging/Perceiving. It is commonly used for career guidance and ensuring diverse capabilities in teams. However, it forces individuals into only one type.
The Big Five Model identifies the five basic dimensions of personality as Extroversion, Emotional Stability, Agreeableness, Conscientiousness, and Openness to Experience. These traits have been proven highly
This document discusses attitudes and their importance in organizations. It defines attitudes as mental states that influence responses to people, objects, and situations. Attitudes have three components - affective, cognitive, and behavioral. They serve four functions: adjustment, knowledge, ego-defense, and value expression. In organizations, important job-related attitudes include job involvement, organizational commitment, and job satisfaction. Changing attitudes can be difficult due to barriers like prior commitment and lack of information, but providing new information, using fear appeals, and influencing peers can help overcome these barriers. Measuring the relationship between attitudes and behaviors requires considering moderating variables. The document also discusses self-fulfilling prophecies, cognitive dissonance theory, and emotional intelligence
The document discusses various learning theories and outcomes. It describes five types of learner outcomes: verbal information, motor skills, intellectual skills, attitudes, and cognitive strategies. It then covers several learning theories: reinforcement theory, social learning theory, goal theory, need theory, expectancy theory, adult learning theory, and information processing theory. Each theory is explained in one to three sentences. The document also outlines the processes of learning according to information processing theory: expectancy, perception, working storage, semantic encoding, long-term storage, retrieval, generalizing, and gratifying.
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have affective, cognitive, and behavioral components. The theory of cognitive dissonance holds that people desire to reduce inconsistency between attitudes and behaviors. Measuring the relationship between attitudes and behaviors depends on moderating variables like attitude importance. Self-perception theory is that attitudes justify prior actions. Types of attitudes include job involvement, organizational commitment, and job satisfaction. Surveys can measure employee attitudes. Training can shape attitudes about diversity. Job satisfaction levels have declined somewhat in recent decades.
Organizational commitment refers to an employee's psychological attachment to an organization. There are three types of organizational commitment: affective commitment which involves an emotional attachment to the organization; continuance commitment which is based on the costs associated with leaving the organization; and normative commitment which involves a feeling of obligation to the organization. Factors like job characteristics, leadership, relationships, and work environment can influence an employee's level of organizational commitment. Higher organizational commitment is generally associated with positive outcomes for both employees and organizations.
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
The document describes a case study involving an employee named Ravi Shankar who discovers that a new hire with an IIT degree is being paid slightly more than him despite having less experience. When Shankar confronts his manager Keith Weston about the pay disparity, Weston explains that the company needed to pay a premium to attract talent from IITs. Weston says Shankar's salary will be reviewed in 6 months but Shankar is unsatisfied with this response and updates his resume, believing 6 months is too long to wait.
Emotional Intelligence and Organisational behaviourSanoob Sidiq
The document discusses the results of a study on the impact of COVID-19 lockdowns on air pollution. The study found that lockdowns led to significant short-term reductions in nitrogen dioxide and fine particulate matter pollution globally as economic activities slowed. However, the improvements in air quality were temporary and pollution levels increased again as restrictions eased and activity resumed.
1. Emotions are intense feelings directed at someone or something that are brief, while moods are less intense feelings that lack a stimulus and can last hours or days.
2. Emotions are action-oriented and caused by specific events, while moods are more cognitive and their causes are often unclear.
3. Examples of emotions include happiness, hope, surprise, anger, love, frustration, fear, sadness, feeling left out, hatred, and shock.
This document discusses emotions and moods. It defines affect, emotions, and moods, noting that emotions are intense feelings directed at something, while moods tend to be less intense and lack a stimulus. It explores aspects of emotions like biology, intensity, frequency and duration. It discusses basic positive and negative moods and various sources that can influence emotions and moods, such as personality, time of day, stress, social activities, sleep, exercise, age, and gender. It also covers external constraints like organizational and cultural influences. The document concludes with applications of emotions and moods in organizational behavior, such as selection, decision making, creativity, motivation, leadership, and customer service.
This document provides an overview of various learning theories and considerations for program design. It discusses reinforcement theory, social learning theory, goal theories, need theories, expectancy theory, information processing theory, and adult learning theory. It also covers Kolb's learning cycle and learning styles. The presentation emphasizes that effective program design includes establishing course parameters, objectives, a detailed lesson plan with training structure and sequence, and evaluation. The goal is to facilitate meaningful learning through experience and feedback.
Type A personalities are fast workers who emphasize quantity over quality, find it hard to delegate responsibility, see setbacks as challenges to race against, tend to make hasty decisions, and experience more stress. In contrast, Type B personalities are more relaxed, emphasize quality over quantity, more easily delegate responsibility, see setbacks as obstacles to overcome, make calm and thoughtful decisions, and experience less stress.
The document discusses emotions and their components. It notes that emotions have three components: cognitive, physiological, and expressive. The cognitive component involves conscious experience and labeling of emotions. The physiological component refers to emotional arousal and different arousal levels for different emotions. The expressive component includes body language and paralanguage that express emotions. It also discusses primary emotions as instinctive responses and secondary emotions that develop from primary emotions. Additionally, it covers emotional intelligence and its domains as well as applications of understanding emotions in organizational behavior contexts like selection, decision-making, motivation, leadership, and conflict.
HR policies are rules that guide employee performance toward organizational goals. They communicate intentions and translate goals into actions. Objectives of HR policies include fulfilling organizational goals, informing employees, developing duty, providing trained personnel, protecting common interests, establishing trust, and rewarding accomplishments. Policies should be clear, stable, balanced, recognize employee desires, and benefit all parties. There are functional policies for categories and centralized policies across locations. Sound policies are definite, written, reasonably stable, balanced, recognize employee desires, and benefit all.
The document discusses four approaches to international compensation:
1. The going rate approach links expatriate pay to local market salaries in the host country. It aims to treat expatriates as local citizens. Advantages include equality with locals, simplicity, and host country identification, while disadvantages include pay variations and potential re-entry problems.
2. The balance sheet approach equalizes costs between international assignments and home country roles. It protects expatriates from financial impacts of living abroad. Advantages include equity and facilitating re-entry, while disadvantages include potential pay disparities versus locals.
3. The international citizen's approach uses a standard basket of goods to determine pay worldwide, rather than adjusting pay to perfectly match local costs.
Values are convictions or standards that help define what is right or wrong. They come from parents, friends, teachers and dictate how people look at the world and make decisions. Values are stable beliefs about what is good or bad. There are two types of values: terminal values which are goals people want to achieve, and instrumental values which are preferred ways of behaving to achieve goals, such as honesty or courage. Understanding a person's values helps explain their behavior. Different generations and cultures can have differing values.
Stress is defined as a mental, physical, or emotional strain caused by demands exceeding an individual's ability to cope. It can be acute (short-term) or chronic (long-term) and is influenced by stressors in the environment. Common stress management techniques include exercise, relaxation, breathing exercises, and talking to others to reduce feelings of being overwhelmed and improve health and functioning.
This document provides an introduction to a study on stress among employees in the IT/ITES sector in India. It discusses the importance of studying stress, defines stress, and outlines factors that cause stress both at the organizational and individual level. It then describes some approaches to reducing stress at the individual level through time management, exercise, relaxation, and social support, as well as organizational approaches like job redesign and wellness programs. The chapter concludes by stating the research problem, objectives, scope, justification and limitations of the study.
Values represent basic convictions about what is good and desirable. They influence our perceptions and attitudes, and generally shape behavior. There are two main types of values: terminal values which are desirable end-states, and instrumental values which are preferable modes of behavior. Different cultures can be assessed based on their values along dimensions such as individualism versus collectivism. Attitudes are learned predispositions to respond favorably or unfavorably to objects, and are influenced by values. Common attitudes studied in organizational behavior are job involvement, organizational commitment, and job satisfaction.
The document discusses issues that arose at Watson Public Ltd related to quality, packing, labeling, and on-time delivery of materials. The HR manager determined the issues were related to recently hired employees, not system problems. Specifically, the company hired new employees for higher positions without considering internal candidates and paid the new employees higher packages than existing employees in the same roles. This dissatisfied the current employees and likely led to the issues as a form of slowdown strike without formally striking. The HR manager's view that a lack of employee recognition and equality, rather than just equality, caused the problems.
This ppt includes all the information you need about transfer and promotion. Easy to read slides highlighting key points for your convenience. Perfect for research and students. Hope you find it useful. Please do like, share and follow. Thank you !
This document discusses two frameworks for identifying personality traits: the Myers-Briggs Type Indicator (MBTI) and the Big Five Model.
The MBTI classifies personalities into 16 types based on preferences in four dichotomous scales: Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling, and Judging/Perceiving. It is commonly used for career guidance and ensuring diverse capabilities in teams. However, it forces individuals into only one type.
The Big Five Model identifies the five basic dimensions of personality as Extroversion, Emotional Stability, Agreeableness, Conscientiousness, and Openness to Experience. These traits have been proven highly
This document discusses attitudes and their importance in organizations. It defines attitudes as mental states that influence responses to people, objects, and situations. Attitudes have three components - affective, cognitive, and behavioral. They serve four functions: adjustment, knowledge, ego-defense, and value expression. In organizations, important job-related attitudes include job involvement, organizational commitment, and job satisfaction. Changing attitudes can be difficult due to barriers like prior commitment and lack of information, but providing new information, using fear appeals, and influencing peers can help overcome these barriers. Measuring the relationship between attitudes and behaviors requires considering moderating variables. The document also discusses self-fulfilling prophecies, cognitive dissonance theory, and emotional intelligence
The document discusses various learning theories and outcomes. It describes five types of learner outcomes: verbal information, motor skills, intellectual skills, attitudes, and cognitive strategies. It then covers several learning theories: reinforcement theory, social learning theory, goal theory, need theory, expectancy theory, adult learning theory, and information processing theory. Each theory is explained in one to three sentences. The document also outlines the processes of learning according to information processing theory: expectancy, perception, working storage, semantic encoding, long-term storage, retrieval, generalizing, and gratifying.
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have affective, cognitive, and behavioral components. The theory of cognitive dissonance holds that people desire to reduce inconsistency between attitudes and behaviors. Measuring the relationship between attitudes and behaviors depends on moderating variables like attitude importance. Self-perception theory is that attitudes justify prior actions. Types of attitudes include job involvement, organizational commitment, and job satisfaction. Surveys can measure employee attitudes. Training can shape attitudes about diversity. Job satisfaction levels have declined somewhat in recent decades.
Organizational commitment refers to an employee's psychological attachment to an organization. There are three types of organizational commitment: affective commitment which involves an emotional attachment to the organization; continuance commitment which is based on the costs associated with leaving the organization; and normative commitment which involves a feeling of obligation to the organization. Factors like job characteristics, leadership, relationships, and work environment can influence an employee's level of organizational commitment. Higher organizational commitment is generally associated with positive outcomes for both employees and organizations.
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
The document describes a case study involving an employee named Ravi Shankar who discovers that a new hire with an IIT degree is being paid slightly more than him despite having less experience. When Shankar confronts his manager Keith Weston about the pay disparity, Weston explains that the company needed to pay a premium to attract talent from IITs. Weston says Shankar's salary will be reviewed in 6 months but Shankar is unsatisfied with this response and updates his resume, believing 6 months is too long to wait.
Emotional Intelligence and Organisational behaviourSanoob Sidiq
The document discusses the results of a study on the impact of COVID-19 lockdowns on air pollution. The study found that lockdowns led to significant short-term reductions in nitrogen dioxide and fine particulate matter pollution globally as economic activities slowed. However, the improvements in air quality were temporary and pollution levels increased again as restrictions eased and activity resumed.
1. Emotions are intense feelings directed at someone or something that are brief, while moods are less intense feelings that lack a stimulus and can last hours or days.
2. Emotions are action-oriented and caused by specific events, while moods are more cognitive and their causes are often unclear.
3. Examples of emotions include happiness, hope, surprise, anger, love, frustration, fear, sadness, feeling left out, hatred, and shock.
This document discusses emotions and moods. It defines affect, emotions, and moods, noting that emotions are intense feelings directed at something, while moods tend to be less intense and lack a stimulus. It explores aspects of emotions like biology, intensity, frequency and duration. It discusses basic positive and negative moods and various sources that can influence emotions and moods, such as personality, time of day, stress, social activities, sleep, exercise, age, and gender. It also covers external constraints like organizational and cultural influences. The document concludes with applications of emotions and moods in organizational behavior, such as selection, decision making, creativity, motivation, leadership, and customer service.
This document provides an overview of various learning theories and considerations for program design. It discusses reinforcement theory, social learning theory, goal theories, need theories, expectancy theory, information processing theory, and adult learning theory. It also covers Kolb's learning cycle and learning styles. The presentation emphasizes that effective program design includes establishing course parameters, objectives, a detailed lesson plan with training structure and sequence, and evaluation. The goal is to facilitate meaningful learning through experience and feedback.
Type A personalities are fast workers who emphasize quantity over quality, find it hard to delegate responsibility, see setbacks as challenges to race against, tend to make hasty decisions, and experience more stress. In contrast, Type B personalities are more relaxed, emphasize quality over quantity, more easily delegate responsibility, see setbacks as obstacles to overcome, make calm and thoughtful decisions, and experience less stress.
The document discusses emotions and their components. It notes that emotions have three components: cognitive, physiological, and expressive. The cognitive component involves conscious experience and labeling of emotions. The physiological component refers to emotional arousal and different arousal levels for different emotions. The expressive component includes body language and paralanguage that express emotions. It also discusses primary emotions as instinctive responses and secondary emotions that develop from primary emotions. Additionally, it covers emotional intelligence and its domains as well as applications of understanding emotions in organizational behavior contexts like selection, decision-making, motivation, leadership, and conflict.
HR policies are rules that guide employee performance toward organizational goals. They communicate intentions and translate goals into actions. Objectives of HR policies include fulfilling organizational goals, informing employees, developing duty, providing trained personnel, protecting common interests, establishing trust, and rewarding accomplishments. Policies should be clear, stable, balanced, recognize employee desires, and benefit all parties. There are functional policies for categories and centralized policies across locations. Sound policies are definite, written, reasonably stable, balanced, recognize employee desires, and benefit all.
The document discusses four approaches to international compensation:
1. The going rate approach links expatriate pay to local market salaries in the host country. It aims to treat expatriates as local citizens. Advantages include equality with locals, simplicity, and host country identification, while disadvantages include pay variations and potential re-entry problems.
2. The balance sheet approach equalizes costs between international assignments and home country roles. It protects expatriates from financial impacts of living abroad. Advantages include equity and facilitating re-entry, while disadvantages include potential pay disparities versus locals.
3. The international citizen's approach uses a standard basket of goods to determine pay worldwide, rather than adjusting pay to perfectly match local costs.
Values are convictions or standards that help define what is right or wrong. They come from parents, friends, teachers and dictate how people look at the world and make decisions. Values are stable beliefs about what is good or bad. There are two types of values: terminal values which are goals people want to achieve, and instrumental values which are preferred ways of behaving to achieve goals, such as honesty or courage. Understanding a person's values helps explain their behavior. Different generations and cultures can have differing values.
Stress is defined as a mental, physical, or emotional strain caused by demands exceeding an individual's ability to cope. It can be acute (short-term) or chronic (long-term) and is influenced by stressors in the environment. Common stress management techniques include exercise, relaxation, breathing exercises, and talking to others to reduce feelings of being overwhelmed and improve health and functioning.
This document provides an introduction to a study on stress among employees in the IT/ITES sector in India. It discusses the importance of studying stress, defines stress, and outlines factors that cause stress both at the organizational and individual level. It then describes some approaches to reducing stress at the individual level through time management, exercise, relaxation, and social support, as well as organizational approaches like job redesign and wellness programs. The chapter concludes by stating the research problem, objectives, scope, justification and limitations of the study.
Psycho-social stress related to workplaceZainab Arshad
This document discusses workplace stress and its effects. It defines stress and psychosocial stress, then lists common causes of work-related stress like high workloads, lack of control, and poor relationships. It describes potential consequences of stress at both the organizational level, like absenteeism, and individual level, like emotional, cognitive, and physical reactions. It also discusses diseases linked to psychosocial stress and the role social support can play in mitigating stress. Finally, it provides recommendations for reducing stress through vacations, increased job control, and organizational interventions.
Stress is the body's response to any demand placed on it. It can be caused by both good and bad experiences. Stress responses are meant to provide energy to deal with threats, but prolonged stress takes a physical and emotional toll. There are many sources of stress, including survival threats, internal worries, environmental pressures, and overwork. Prolonged stress during pregnancy can negatively impact the fetus's development and the child's behavior and health. Managing stress requires recognizing triggers, using relaxation techniques, maintaining perspective, and engaging in self-care. Preventing distress involves addressing stress at personal, professional, and social levels through healthy lifestyle habits, support systems, and effective coping strategies.
Stress is the body's response to any demand placed on it. It can be caused by both good and bad experiences. Stress responses help the body adapt and can be helpful in moderation, but excessive stress takes a toll physically and emotionally. Different types of stress include survival stress from physical danger, internal stress from worrying, and environmental stress from one's surroundings. Stress during pregnancy can negatively impact the fetus's development and the child's behavior and health. Managing stress requires recognizing triggers, using relaxation techniques, maintaining perspective, and balancing activities with rest.
This document discusses stress, its effects on health, and strategies for managing stress. It defines stress and describes the two main stress responses: the short-term fight-or-flight response and the long-term general adaptation syndrome. Prolonged or chronic stress can negatively impact physical and mental health by increasing risks of illnesses like heart disease, suppressing the immune system, and potentially intensifying medical conditions. While stress hormones can boost short-term performance, constant stress typically harms work and social functioning. The document recommends time management, prioritization, exercise, relaxation, and seeking social support to help reduce stress.
This document discusses stress, its sources, consequences, and methods of managing stress. It defines stress as a state of mental tension caused by difficult situations. Stress can be positive (eustress) or negative (distress) depending on the situation. Sources of stress include job characteristics like role ambiguity, role overload, and organizational climate. Consequences of stress are both individual like anxiety and health issues, and organizational like low performance and absenteeism. Methods to manage stress individually include relaxation techniques. Organizationally, stress can be reduced through role analysis, goal setting, recreational programs, employee assistance programs, and career counseling.
This document discusses stress management. It defines stress as occurring when demands threaten one's ability to achieve goals. Stressors can be positive like career success or negative like illness. Stress is acute from recent events or chronic over long periods. Stress stems from external factors like family issues, organizational changes, lack of group cohesion, and individual roles. Consequences include physical health problems, psychological impacts like burnout, and reduced job performance. Employers can manage work stress by removing stressors, offering work-life balance, withdrawing employees temporarily, changing stress perceptions, and controlling consequences through exercise, wellness programs, and relaxation.
This document discusses stress, defining it as the emotional and physical strain caused by responding to pressure. It notes that stress is present from birth and can affect anyone. While some positive stress can motivate, excessive stress undermines performance and health. The body's fight or flight response releases stress hormones that increase heart rate and blood flow to prepare the body for emergency action. Constant stress can increase health risks like high blood pressure, heart attacks, and asthma attacks. However, stress can also be managed and used to advantage by letting go of unwanted thoughts and evolving as a person.
This document discusses stress, including its definition, causes, symptoms, and effects. It defines stress as the body's non-specific response to demands placed on it, and distinguishes between eustress (positive stress) and distress (negative stress). Stress can be caused by catastrophes, major life changes, and daily hassles. Symptoms of stress include feelings of anxiety, irritability, and sadness, as well as physiological changes like increased heart rate and headaches. Long-term stress can lead to burnout, characterized by feelings of exhaustion and reduced efficacy. The document provides information on stressors, signs of stress, and strategies for managing stress.
This document discusses stress, its causes and effects, and stress management. It defines stress as a state of mental or emotional strain resulting from challenging circumstances. Stress can be caused by environmental, organizational, and individual factors. Environmental factors include economic and political uncertainties. Organizational factors include workload, role ambiguity, and career issues. Individual factors include health problems, relationships, and emotional problems. Effects of stress include physical issues like headaches, as well as psychological impacts like anxiety and depression. Stress management involves both individual approaches like exercise and relaxation, as well as organizational approaches like job redesign and wellness programs.
This document provides an overview of a training course on minute taking and report writing skills. The course objectives include organizing meetings, documenting proceedings, writing effective reports, developing a professional writing process, structuring reports, writing persuasively for the audience, setting objectives for business documents, and determining appropriate media for documentation. The document also covers stress management, identifying and managing stressors, relaxation techniques, and addressing the causes of stress.
This document provides an overview of a training course on minute taking and report writing skills. The course objectives include organizing meetings, documenting proceedings, writing effective reports, developing a professional writing process, structuring reports in a step-by-step format, writing persuasively for the audience, setting objectives for business documents, writing from the reader's perspective, and choosing appropriate media for documentation. The document also covers stress management, identifying and managing stressors, and relaxation techniques for addressing stress symptoms in the short term such as breathing exercises, progressive muscle relaxation, massage, and exercise.
Stress is something ordinary, unavoidable fact in anyone life, caused by many factors either at work, or with the family at home, or at the external environment According to Wilton it affects both the human resources and the management at the same time
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.
Occupational stress is costing economies billions each year through increased sickness absence, ill health retirement, and lost productivity. Stress results from an interaction between individual factors like personality and coping styles, and environmental work factors like workload, control, support and job security. Left unmanaged, prolonged stress can damage health and increase risks of anxiety, depression and physical illnesses. Effective stress management involves developing healthy lifestyle habits, good time management skills, and addressing both personal and workplace sources of stress.
This document discusses stress management through a case study approach. It defines stress and outlines sources of stress such as environmental, social, physiological, and thoughts. There are two types of stressors: positive stressors like promotions and marriages, and negative stressors like unemployment and health issues. Symptoms of stress are physical, behavioral, mood, and thought related. The document focuses on work related stress, identifying demands, control, and relationships as potential stressors. It provides an overview of dealing with stress through understanding its causes and effective management techniques.
The document discusses various causes of stress, both personal and social. It outlines many common personal stressors such as work, financial issues, health concerns, academics, life transitions, relationships, trauma, and lifestyle choices. Social stressors mentioned include social expectations, discrimination, inequality, social isolation, and cultural influences. The document emphasizes that understanding an individual's specific stressors is important for effective stress management.
This document discusses stress, what it is, and its effects. It defines stress as a normal reaction to events or thoughts that make one feel anxious or frustrated. Our thoughts about situations, not just the events themselves, determine whether we perceive something as stressful. Stress can be positive in small amounts by motivating us, but too much stress can harm our health. The document outlines common sources of stress including the environment, social roles, physiological factors, and thoughts. It also discusses signs of stress overload and various physical and mental effects stress can have on the body and brain.
Concept of Dharma and Karma Yoga and TGMSudhir Bisht
Partial notes on BBA 205 course for students of IP University (Delhi) and anyone who wants a beginner's level knowledge.
Citations are reflected in the slides.
Success Failure and Principles of Competitive SuccessSudhir Bisht
Partial notes on BBA 205 course for students of IP University (Delhi) and anyone who wants a beginner's level knowledge.
Citations are reflected in the slides.
The document discusses the meaning of knowledge and wisdom. It defines knowledge as facts, information, and skills acquired through experience or education, while wisdom involves analyzing and applying knowledge to understand why things are a certain way. The document also discusses the differences between knowledge workers and wisdom workers, with knowledge workers focusing more on applying theoretical knowledge and wisdom workers focusing more on understanding why. Finally, the document discusses knowledge management and wisdom management, with knowledge management focusing on capturing and sharing explicit knowledge and wisdom management aiming to develop implicit understanding.
Partial notes on BBA 205 course for students of IP University (Delhi) and anyone who wants a beginner's level knowledge on business ethics.
Citations are reflected in the slides.
Partial notes on BBA 205 course for students of IP University (Delhi) and anyone who wants a beginner's level knowledge.
Citations are reflected in the slides.
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2. What is Stress?
• Stress can be defined as a response of the body to any demand
placed on it. Stress can be influenced by both external or internal
factors.
• It can also be defined as a demand situation (internal or external)
placed on our physical and psychological functioning that threatens
an individual adaptation to a given situation.
• Individuals behave differently during stress.
• The individual’s judgement that a stressful situation exists, initiates
a stress response.
• Double edged sword. We rely on stress in order to survive
• But excessive, unmanaged stress can be unhealthy.
• When positive, it propels us into action
• When negative it can lead to fear, anxiety, distrust, rejection, anger,
depression.
• It can lead to negative impact on health. Insomnia, rashes, ulcers,
high BP. Even psychosomatic disease.
2
3. Stress can cause or enhance
Psychosomatic disorder.
• Psychosomatic means mind (psyche) and body
(soma). A psychosomatic disorder is a disease
which involves both mind and body.
• Some physical diseases are thought to be
particularly prone to be made worse by mental
factors such as stress and anxiety.
• Your current mental state can affect how bad a
physical disease is at any given time
• Psychosomatic limp example
• Psoriasis, eczema also are some pschosomatic
disorders
3
4. The Stress Process
The environmental factor
•Home
•Work conditions
•Personal life characteristics
• Physical condition
•Time deadlines
The Individual factor
• Personality
• Attitude
• Demographics
• Mood
• Deadlines
Judgement of Threat
State of Stress
Coping
Successful Approach
style like adaptive
Unsuccessful
avoidance style 4
5. Studies in stress: Flight or Fight Response
• Adverse life events and illness. From the days of
Ramayana
• Walter Canon, an American Psychologist (1932)
talked about “Fight or Flight response”
• If walking in a dimly lit street, confronted by a
strong man with a club can lead to gush in
adrenalin. This can further lead to increased
heartbeat, tension of muscle, increasing blood
flow, pupil dilation and even increased blood
sugar level.
• You can stand your ground, fight or run away. Or
any other action.
5
6. What are Stressors
• A stressor is a chemical or biological agent, environmental
condition, external stimulus or an event that causes stress to an
organism.
An event that triggers the stress response may include:
• environmental stressors (hypo or hyper-thermic temperatures,
elevated sound levels, over-illumination, overcrowding)
• daily stress events (e.g., traffic, lost keys, money, quality and
quantity of physical activity)
• life changes (e.g., divorce, bereavement)
• workplace stressors (e.g., high job demand vs. low job control,
repeated or sustained exertions, forceful exertions, extreme
postures)
• chemical stressors (e.g., tobacco, alcohol, drugs[specify])
• social stressor (e.g., societal and family demands)
6
7. General adaptation syndrome (GAS
• Hans Selye (1956) a Hungarian- Canadian endocrinologist .
• The general adaptation syndrome (GAS), developed by Hans Selye, is
a profile of how organisms respond to stress. Stress reactivity process.
• GAS is characterized by three phases: He gave stressors to bunch of
rats
• a nonspecific mobilization phase, which promotes sympathetic
nervous system activity; Alarm and shock phase. Body identifies
stressful stimulus.
• a resistance phase, during which the organism makes efforts to cope
with the threat. Fight the situation or try to get adapted to the
situation.
• and an exhaustion phase, which occurs if the organism fails to
overcome the threat and depletes its physiological resources. Or
recovery phase (Recovery stage follows when the system's
compensation mechanisms have successfully overcome the stressor
effect (or have completely eliminated the factor which caused the
stress)
• What happens when a man from village goes to a Disco for the first
time? 7
8. Eustress and Distress
• Hans Selye defined stress as “the nonspecific
response of the body to any demand made
upon it.
• That means good things (e.g., job promotion)
to which we must adapt (termed eustress) and
bad things (e.g., bereavement in the family) to
which we must adapt (termed distress); both
are experienced the same physiologically
8
9. Symbolic stressor V Biological stressor
• ATW Simones (1961) said that human brain
has failed to develop at a pace needed to
respond to symbolic stressors of 20th Century.
• Symbolic threat is a threat that is not a threat
to our biological survival. For example fear of
being ridiculed is a symbolic threat but brain
doesn’t differentiate between symbolic threat
and survival threat immediately
9
11. Major Causes of Stress
Organizational Individual causes Group causes Extra organizational
causes
1) Restructuring
2) Change in
operations, work
place or working
conditions
3) New work culture
4) Occupational
demands (HR
manager who has to
retrench )
5) Role conflict
6) Role ambiguity
7) Poor leadership or
poor work culture or
Organizational
environment as a
whole
1) Life and career
changes, job
changes
2) Personality type.
Job profile profile
and mismatch.
3) Attitude towards
competition,
success and
happiness on the
job
4) Cultural
differences
5) Coping with
events like
changing house,
health etc
French and Caplan
(1973) showed that
low trust, low
support, low interest
and large power
differences often
cause stress
1) Lack of group
cohesiveness
2) Lack of social
support
3) Intra group
conflicts
1) Incraesing
urbanisation
2) Ageing
population.
Increasing life
expectancy.
Ageing parents at
home
3) Changing gender
roles
11
12. Stress and Performance relationship
Yerkes Dodson law modelled as U-shaped curve.
https://www.researchgate.net/figure/Yerkes-Dodson-Law-modeled-as-U-shaped-Curve-When-the-stress-level-is-low-
the_fig1_221586428
12
14. Stress Management
• Identify sources of stress
• Stress highly individualistic
• Some people thrive in Stress
• Some have low threshold level
• Objective is to perform at optimum capacity
• Example of Allahabad depot Lube plant
• Dad’s report card
14
24. Baba Ramdev on Stress Management
by Yoga
......VideosOne Click DownloadsBaba
Ramdev on Stress management.mp4
(saved in Dr Sudhir Bisht PC)
https://www.youtube.com/watch?v=CBNyIsPS_
0s
(Web link for students)
24
25. How Organizations can reduce Stress
• Stress free working environment
• Good working conditions
• Work as per capacity
Type A and Type B personalities
Thomas Profiling DISC profile (Dominance, Influence,
Steadiness and Compliance )
• Transparent systems of work. Well defined SOPs
• Respect for private space and personal time
• Clearly defined goals and incentive/ reward system
• Clear communication
• Ethical environment
25
26. How Organizations can reduce Stress
• Clear Role profile:
Also known as job evaluation is a systematic
approach used to determine the relative value (or
size) of roles within an organization by measuring the
demands and responsibilities of the role (but not the
performance of the individual undertaking the role).
• Clear Job profile and Job description:
A job profile is an outline, a high-level overview of a
position.
A job description is a written statement which
includes the working conditions, scope, purpose,
duties and responsibilities of a job along with the
title of the individual to whom the position reports.
26
27. Detached Involvement/ Attachment
One of the most powerful personal and professional tools for successful living is the
consistent practice of detached involvement.
Focusing on the process, and not on the outcome, is difficult for many of us. That’s
because we tend to be future-focused rather than presently involved.
Whatever it is we’re trying to accomplish and achieve, we’re often hurrying to see the
results, and we want them quickly and our way.
Control, however, is illusory. Detached involvement means doing our best and letting
go.
If you’ve proposed a plan at the office, started a project with your team, offered your
services to a prospective client, applied for a position, etc., know that there are many
factors at work and give them time and space to materialize.
While seemingly contradictory, the practice of detached involvement produces harmony
and balance. If we look to nature, plants and animals don’t try to rush the seasons and
accelerate their growth. At the same time, they’re not careless and complacent. They’re
highly involved in nesting, charging, lumbering, fluttering, swinging, flying, swimming,
blooming, blossoming, rooting, germinating, sprouting, yielding, etc. They’re busily and
presently involved with activities that produce important survival outcomes, but are
completely detached from fretting and worrying about future results.
By freeing ourselves from the futile task of controlling how things will turn out, we can
tap into greater energy reserves and resources that will bring out our best efforts in the
moment. And that is one of the greatest secrets to achieving success.
Sourc: https://www.organiccomm.com/success-secret-detached-involvement/
27
28. Detached Attachment is when you let go of control and
allow your possessions to come and pass. You are not the
owner but a caretaker. Appreciate, while it belongs to you
and when the time comes; let go as if it was never meant
for you.
Like in The Bhagwad Gita Krishna tells Arjuna that acting
with detachment means doing the right thing for its own
sake, because it needs to be done, without worrying about
success or failure.
Detachment takes practice. You need to work on it day by
day to instill it in your life. As someone who is been
practising this for quite some time now, I have listed a few
points that can help you through the process.
Understanding your true self:
Understanding the true nature of things:
Changing your perspective:
No need for renunciation
Source: https://thriveglobal.com/stories/practising-the-art-of-
detached-
attachment/#targetText=What%20is%20Detached%20attachme
nt%3F,the%20owner%20but%20a%20caretaker.
28