12-1 Chapter Twelve Stress and Conflict McGraw-Hill/Irwin 2002
12-1 Chapter Twelve Stress and Conflict McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights 12-2 Learning Objectives Define the meaning of stress Identify the extraorganizational, organizational, and group stressors Examine individual dispositions of stress Describe intraindividual and interactive conflict Discuss the effects of stress and conflict Present strategies for coping/managing stress and negotiation skills for conflict resolution McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights
Categories of Stressors Affecting Occupational Stress 12-3 Extraorganizational Stressors Organizational Stressors Group Stressors Individual Stressors JOB STRESS McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Macrolevel Organizational Stressors 12-4 ADMINISTRATIVE POLICIES AND STRATEGIES
Downsizing Competitive pressures Merit pay plans Rotating work shifts Bureaucratic rules Advanced technology ORGANIZATIONAL PROCESSES Tight controls Only downward communication Little performance feedback Centralized decision making Lack of participation in decisions Punitive appraisal systems JOB STRESS ORGANIZATIONAL STRUCTURE AND DESIGN Centralization and formalization Line-staff conflicts Specialization Role ambiguity and conflict No opportunity for promotion Restrictive, untrusting culture
McGraw-Hill/Irwin WORKING CONDITIONS Crowded work area Noise, heat, or cold Polluted air Strong odor Unsafe, dangerous conditions Poor lighting Physical or mental strain Toxic chemicals or radiation 2002 The McGraw-Hill Companies, Inc., All Rights Profiles Of Type A And Type B Personalities Type A Profile Is always moving Walks rapidly Eats rapidly Talks rapidly Is impatient Does two things at once Cant cope with leisure time Is obsessed with numbers Measures success by quantity Is aggressive
Is competitive Constantly feels under time pressure McGraw-Hill/Irwin 12-5 Type B Profile Is not concerned about time Is patient Doesnt brag Plays for fun, not to win Relaxes without guilt Has not pressing deadlines Is mild-mannered Is never in a hurry 2002 The McGraw-Hill Companies, Inc., All Rights Level Of Conflict In Organizational Behavior 12-6 Macro Organizational
Intergroup Interpersonal Intraindividual Micro CONFLICT McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights 12-7 A Model Of Frustration Need (deficiency) Drive (deficiency with direction) Barrier (1) Overt (2) Covert Frustratio
n Goal/ incentive (reduction of the drives and fulfillment of deficiencies) Defense mechanisms (1) Aggression (2) Withdrawal (3) Fixation (4) Compromise McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Sources Of Interpersonal Conflict Personal differences 12-8
Information deficiency Interpersonal Conflict Role incompatibility McGraw-Hill/Irwin Environmental stress 2002 The McGraw-Hill Companies, Inc., All Rights Antecedent Conditions For Intergroup Conflict Competition for resources 12-9 Task
interdependence Intergroup Conflict Jurisdictional ambiguity McGraw-Hill/Irwin Status struggles 2002 The McGraw-Hill Companies, Inc., All Rights Ways To Manage Prolonged Stress Exercise Networking 12-10 Relaxation
Individual Coping Strategies Behavioral self-control Cognitive therapy McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Contemporary Negotiation Techniques Low-Risk Techniques 12-11 High-Risk Techniques Flattery Unexpected temper losses Addressing the easy point first
High-bailing Silence Boulewarism (take it or leave it) Inflated opening position Oh, poor me McGraw-Hill/Irwin Waiting until the last moment 2002 The McGraw-Hill Companies, Inc., All Rights
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