Stress and Conflict. Work Stress and Its Management Stress A dynamic condition in which an...
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Stress and Conflict. Work Stress and Its Management Stress A dynamic condition in which an individual is confronted with an opportunity, constraint, or
Work Stress and Its Management Stress A dynamic condition in
which an individual is confronted with an opportunity, constraint,
or demand related to what he or she desires and for which the
outcome is perceived to be both uncertain and important.
Slide 3
Contd Demands Responsibilities, pressure, obligation,
uncertainties Resources Things which are within an individuals
control that can be used to resolve the demands Challenge Stress
Projects, Assignments Hindrance Stress Politics in
organization
Slide 4
Potential Sources of Stress Environmental Factors Economic
uncertainties of the business cycle Political uncertainties of
political systems Technological uncertainties of technical
innovations Terrorism in threats to physical safety and
security
Slide 5
Potential Sources of Stress Organizational Factors Task demands
related to the job Role demands of functioning in an organization
Interpersonal demands created by other employees Organizational
structure (rules and regulations) Organizational leadership
(managerial style) Organizations life stage (growth, stability, or
decline)
Slide 6
Potential Sources of Stress (contd) Individual Factors Family
and personal relationships Economic problems from exceeding earning
capacity Personality problems arising for basic disposition
Individual Differences Perceptual variations of how reality will
affect the individuals future. Greater job experience moderates
stress effects. Social support buffers job stress. Internal locus
of control lowers perceived job stress. Strong feelings of
self-efficacy reduce reactions to job stress.
Slide 7
Consequences of Stress High Levels of Stress Physiological
Symptoms Behavioral Symptoms Psychological Symptoms
Slide 8
A Model of Stress
Slide 9
Inverted-U Relationship between Stress and Job Performance
Slide 10
Managing Stress Individual Approaches Implementing time
management Increasing physical exercise Relaxation training
Expanding social support network
Slide 11
Managing Stress Organizational Approaches Improved personnel
selection and job placement Training Use of realistic goal setting
Redesigning of jobs Increased employee involvement Improved
organizational communication Offering employee sabbaticals
Establishment of corporate wellness programs
Slide 12
Conflict Conflict Defined Is a process that begins when one
party perceives that another party has negatively affected, or is
about to negatively affect, something that the first party cares
about. Is that point in an ongoing activity when an interaction
crosses over to become an interparty conflict. Encompasses a wide
range of conflicts that people experience in organizations
Incompatibility of goals Differences over interpretations of
facts
Slide 13
Transitions in Conflict Thought Causes: Poor communication Lack
of openness Failure to respond to employee needs Causes: Poor
communication Lack of openness Failure to respond to employee needs
Traditional View of Conflict The belief that all conflict is
harmful and must be avoided.
Slide 14
Transitions in Conflict Thought (contd) Human Relations View of
Conflict The belief that conflict is a natural and inevitable
outcome in any group. Interactionist 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.
Slide 15
Functional versus Dysfunctional Conflict Functional Conflict
Conflict that supports the goals of the group and improves its
performance. Dysfunctional Conflict Conflict that hinders group
performance.
Slide 16
Types of Conflict Task Conflict Conflicts over content and
goals of the work. Relationship Conflict Conflict based on
interpersonal relationships. Process Conflict Conflict over how
work gets done.
Slide 17
The Conflict Process
Slide 18
Stage I: Potential Opposition or Incompatibility Communication
Semantic difficulties, misunderstandings, and noise Structure Size
and specialization of jobs Jurisdictional clarity/ambiguity
Member/goal incompatibility Leadership styles (close or
participative) Reward systems (win-lose) Dependence/interdependence
of groups Personal Variables Differing individual value systems
Personality types
Slide 19
Stage II: Cognition and Personalization Perceived Conflict
Awareness by one or more parties of the existence of conditions
that create opportunities for conflict to arise. Felt Conflict
Emotional involvement in a conflict creating anxiety, tenseness,
frustration, or hostility.
Slide 20
Stage III: Intentions Cooperativeness: Attempting to satisfy
the other partys concerns. Assertiveness: Attempting to satisfy
ones own concerns. Cooperativeness: Attempting to satisfy the other
partys concerns. Assertiveness: Attempting to satisfy ones own
concerns. Intentions Decisions to act in a given way.
Slide 21
Dimensions of Conflict-Handling Intentions Source: K. Thomas,
Conflict and Negotiation Processes in Organizations, in M.D.
Dunnette and L.M. Hough (eds.), Handbook of Industrial and
Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA:
Consulting Psychologists Press, 1992), p. 668. With
permission.
Slide 22
Stage III: Intentions (contd) Competing A desire to satisfy
ones interests, regardless of the impact on the other party to the
conflict. Collaborating A situation in which the parties to a
conflict each desire to satisfy fully the concerns of all parties.
Avoiding The desire to withdraw from or suppress a conflict.
Slide 23
Stage III: Intentions (contd) Accommodating The willingness of
one party in a conflict to place the opponents interests above his
or her own. Compromising A situation in which each party to a
conflict is willing to give up something.
Slide 24
Stage IV: Behavior Conflict Management The use of resolution
and stimulation techniques to achieve the desired level of
conflict.
Slide 25
Conflict-Intensity Continuum Source: Based on S.P. Robbins,
Managing Organizational Conflict: A Nontraditional Approach (Upper
Saddle River, NJ: Prentice Hall, 1974), pp. 9397; and F. Glasi, The
Process of Conflict Escalation and the Roles of Third Parties, in
G.B.J. Bomers and R. Peterson (eds.), Conflict Management and
Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp.
11940.
Slide 26
Conflict Management Techniques Conflict Resolution Techniques
Problem solving Superordinate goals Expansion of resources
Avoidance Smoothing Compromise Authoritative command Altering the
human variable Altering the structural variables Conflict
Resolution Techniques Problem solving Superordinate goals Expansion
of resources Avoidance Smoothing Compromise Authoritative command
Altering the human variable Altering the structural variables
Source: Based on S. P. Robbins, Managing Organizational Conflict: A
Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall,
1974), pp. 5989
Slide 27
Conflict Management Techniques Conflict Resolution Techniques
Communication Bringing in outsiders Restructuring the organization
Appointing a devils advocate Conflict Resolution Techniques
Communication Bringing in outsiders Restructuring the organization
Appointing a devils advocate Source: Based on S. P. Robbins,
Managing Organizational Conflict: A Nontraditional Approach (Upper
Saddle River, NJ: Prentice Hall, 1974), pp. 5989
Slide 28
Stage V: Outcomes Functional Outcomes Increased group
performance Improved quality of decisions Stimulation of creativity
and innovation Encouragement of interest and curiosity Provision of
a medium for problem-solving Creation of an environment for
self-evaluation and change Dysfunctional Outcomes - Retarding of
Communication - Reductions in group cohesiveness Creating
Functional Conflict Reward dissent and punish conflict
avoiders.