Stress and conflict in organizational structure

STRESS AND CONFLICTS

Presented by:

•Ankit Mukundwar 103

•Sonal Mulay 104

•Bhavika Naik 105

•Nikhil Naik 106

•Nikhita Nandrajog 107

•Satbir Kaur Narang 108

Stress

Definition of StressBeehr and Newman define job stress as “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.”

Meaning of StressStress is defined as an adaptive response to an external situation that results in physical, psychological, and/or behavioral deviations for organizational participants.

What Stress is not…

• Stress is not simply anxiety

• Stress is not simply nervous tension

• Stress is not necessarily something damaging, bad, or to be avoided

Causes of Stress

Job Stress

Extraorganizat-ional

Organizational

Group

Individual

Organizational Conflicts

Organizational Stressors:

• Administrative Policies and Strategies

• Organizational Structure and Design

• Organizational Processes

• Working Conditions

Administrative Polices and Strategies

•Downsizing

•Competitive pressures

•Merit pay plans

•Rotating work shifts

•Bureaucratic rules

•Advanced technology

Organizational Structure and Design

•Centralization and formalization

•Line staff conflicts

•Specialization

•Role ambiguity and conflicts

•No opportunity for advancement

•Restrictive, untrusting culture

Organizational Processes

•Tight controls

•Only downward communication

•Little performance feedback

•Centralized decision making

•Lack of participation in decisions

•Punitive appraisal systems

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 radiations

Stress leads to Organizational Conflicts

• Interactive Conflicts

• Individual Conflicts

Interactive conflicts

Types of Interactive Conflicts:

• Interpersonal Conflict

• Intergroup Conflict

Sources of Interpersonal Conflict

•Personal Differences

• Information Deficiency

•Role Incompatibility

•Environmental Conflict

Sources of Intergroup Conflict

•Competition for Resources

•Task Interdependence

•Jurisdiction Ambiguity

•Status Struggles

Individual Conflicts

Individual Stressors:

•Frustration

•Goal Conflict

•Role Conflict

Frustration

NeedDrive(deficiency with drive)

Barrier1)Overt2)Covert

Goal/incentive (reduction of the drives and fulfillment of deficiencies)

Frustration

Defense mechanisms • Aggression• Withdrawal • Fixation• Compromise

Goal Conflict

•Gap in individual and organizational goals

• Approach-Approach

• Approach-Avoidance

• Avoidance-Avoidance

Role Conflict

Factors of Role Conflict

• Identity

• Ambiguity

• Expectations

Organizational Coping Strategies

•Assess positive and negative personality traits of people involved

•Taking over control by the seniors if conflicts are at lower level management

•Confront whosoever is involved directly

•Brainstorming sessions to be conducted regularly

Conclusion

THANK YOU!!!