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Chapter Fifteen

Stress and Counseling

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Employee Stress

Typical Symptoms

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Extreme Products of Stress

Employees need resilience

• Effects dependent on length and strength of stress, and employee’s recovery power

Burnout

• Symptoms and effects• Workaholics

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Extreme Products of Stress

Workplace Trauma

• Causes• Attitudinal clues• Fears of physical harm• Workplace violence• Posttraumatic stress disorder

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Causes, Types, and Consequences of Stress

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Frustration

The result of a motivation being blocked

• Defense mechanisms• Types of reactions

Sources of frustration

• Hassles• Abusive supervision

Supportive management is needed

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Stress and Job Performance

Effects of Stress on Performance

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Approaches to Stress Management

Three Approaches

• Prevent• Escape• Cope

Types of Support

• Social • Relaxation• Sabbaticals• Personal wellness

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The Manager’s Counseling Role

Counseling is part of the job

• Training is needed• Most problems are a combination of factual and

emotional content

Don’t look for emotional content if a rational answer problem solves the problem

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Types of Counseling

A continuum of counseling styles

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Iceberg Model of Counseling

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Types of Counseling

Effective Managers

• Are aware of the alternatives available• Have the skills to be comfortable with each

method• Have the analytical ability to make a choice that

fits the situation

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Weaknesses of Committees

Symptoms of Groupthink

• Self-censorship of critical thoughts

• Rationalization that what they are doing is acceptable to others

• Illusion of invulnerability

• Reliance on self-appointed mind-guards

• Illusion of unanimity without testing for it

• Stereotyping others outside the group

• Illusion of morality

• Pressure on dissidents to give in and conform

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Chapter Sixteen

OrganizationalBehavior Across Cultures

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Multinational Organizations

A global economy is now a realityMultinational organizations add new dimensions to

organizational behaviorAs communication lines lengthen, control becomes

more difficultManaging technical aspects is easier than

managing social factorsCultural predicaments often arise

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Conditions Affecting Multinational Operations

Legal and Ethical Conditions

• Contrasting local mores, customs, and ethical behaviors

• Foreign Corrupt Practices Act of 1977• Title VII of the Civil Rights Act of 1964• Women as expatriates• Male-dominated cultures

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Conditions Affecting Multinational Operations

Political Conditions

• Instability and nationalism• Organized labor• Layoff and transfer restrictions

Economic Conditions

• Per capita income• Rapid inflation• Unequal distribution of wealth• Constrains stability, security, and human

resource development

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Conditions Affecting Multinational Operations

Individual Differences

• Individualism/collectivism• Power distance• Uncertainty avoidance• Masculinity/femininity• Time orientation

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Managing an International Workforce

Multiculturalism

• Leadership styles• Communication patterns• Other practices

Expatriates

• Parent-country nationals• Third-country nationals

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Cultural Adaptation

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Phases of Cultural Shock

Excitement and stimulationDisillusionmentInsecurity and disorientationAdaptation

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Overcoming Barriers to Cultural Adaptation

Careful selection

• Desire and support• Cultural intelligence

Compatible assignments

• Socio-cultural clusters Anglo-American, Latin European, Latin

American, Pacific Rim, Central European

Predeparture training

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Overcoming Barriers to Cultural Adaptation

Orientation and support in new country

• Mentors• Incentives and guarantees• Zenophobia

Preparation for reentry

• Reverse cultural shock

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Cross-Cultural Communication

Nonverbal Communication• Time efficiency• Thought patterns• Need for personal space• Eye contact• Physical appearance• Posture• Gestures• Silence• Values placed on seeing the future• Touch