Nama/Nim: Anita

145060707111008

Galih

Stress : psychological and

physical reaction to certain life
events or situations, tergantg
individ msg2.
Stressors: life events yg bikin
stress. stress reactivity: blood
pressure,muscle
tension
krn
body nerima stress. Strains: if
reaksi fisik periods longer than
our body can torelate, jd (-)
fisik&psyco.
Eustress:
the
feelings of stress get cnvrted
into
(+)
energy&
actually
become
motivating.
optimal
level of arousal: too stressed,
performnce
will
decline.
negative
stress,
known
as
distress.
Kecenderungan
stress
1.Stress Personalities: type A =
multitasking,gak
sabaran,fast.
Type B = relaxed. Neuroticism =
cenderung untuk memahami
peristiwa sebagai stres dan lebih
cenderung
memiliki
reaksi
negatif terhadap peristiwa stres
drpd org biasa.
2.Gender, Etnis, dan Ras :
minority groups have higher
levels
of
stress
than
do
nonminorities.
3.Stress
sensitization
:
Desensitization
can occur through learning new
behaviors to handle stress and
working
through your feelings about past
stress.
Sumber stress
1.Personal Stressors: nonwork
issues as family and intimate
relationships, marriage, divorce,
health issues, financial problems,
and raising children.
Fear : takut ngadepin sesuatu,
contoh: pas sma takut pas kuliah
gimana, takut gagal, takut nyoba
hal2 baru.
Resistance:
illustration
of
resistance
to change is holding on to old
traditions that are no longer
feasible, krn udh kebiasaan
gamau coba yg baru.
Resentment: kebencian, dont
understand why we have to
make the change, and dont like
how the change
makes us feel.
2. Occupational Stressors:
Job
Characteristics
:
1.role
conflict :
when our work
expectations and what we think
we should be doing dont match
up with the work we actually
have to do. (role manager nya
hrs ada rapat tp role as mother
harus nnt anaknya tanding bola).
2.Role ambiguity: when an
individuals
job
duties
and
performance expectations are
not clearly defined. Jobnya
gajelas,
dia
makin
struggle,depressed,& tdk minat
3.Role
Overload:
when
individuals either feel they lack
the skills or workplace resources
to complete a task or perceive
that the task cannot be done in
the required amount of time.To
minimize we have to get
clarification about our job
duties.
3.OrganizationalStressors:person
/organization fit refers to how

well such factors as your

skills,knowledge,
abilities,
expectations,
personality,
values, and attitudes match
those of the organization. Kyk di
militer kita hrs cocok.
Change, relations with others,
Organizational
Politics
(selfserving behaviors employees
use to increase the probability of
obtaining positive outcomes in
organizations.).
4. Stressors in the Physical Work
Environment : noise (sesuai
OSHA & NIOSH), temperature.
5. Others : minor frustation
(stress in daily life, kyk macet dll
bisa jd stress jangka panjang),
forecasting (what if? Future?),
residual stress (gabisa move
on),elder
&child
care,economi,quality life.
6.Group level : managerial
behavior,lack of cohesiveness
(kurang erat), intergroup conflict,
status tdk jelas.
Consequences
of
Stress
(outcomes) :
1.Personal : stressors = 1.
Personal (family,health, financial
problems), 2. Occupational (job
characteristic
,orga
characteristic
,relations
w/
others,lack of empowerment) 3.
Pesonality (pesimis,diet,type a).
Strains
=
1.psyco
(depresi,anxiety,anger,sleep
prob),
2.
Physical
(illness,pusing,blood
press).
Behaviors
=
1.health
(smoke,drink,drug),
2.
Work
related (absenteeism,turnover).
2.organizationaljobperformance,
burnout, absen & turnover,
drug&alcohol abuse, health care
costs.How to manage stress:
Exercise,laughter,diet,smokingre
duction, sleep,support network,
self empowerment, coping skills.
Group&Team
Behavior
;
Effective,
hard-working,
and
cohesive teams can have a longlasting impact on organizations,
society,
and
the
global
marketplace.
Group: Collection of individuals
in
which
behavior&/or
performance of one member is
influenced by behavior& /or
performance of other members.
Tipe grup 1. Formal : Groups
created by
managerial
decision
to
accomplish stated goals of the
organization. Command group:
specified by the organization
chart,
comprises
the
subordinates who
report directly to a given
supervisor.task
group:
the
employees who work together to
complete a particular task or
project. . 2. Informal : Groups
that arise from individual efforts
and develop around common
interests and friendships rather
than deliberate design.Interest
group : may affiliate to achieve
some mutual objective (waiters
pooling their tips)
friendship
group:
have
something
in
common, such as age, gender,
political beliefs, desire to play
the same sport, or ethnic
background. (lbh kuat drpd
formal)

alasan form groups: 1. The

Satisfaction of Needs : security,
social, esteem (butuh dihormati),
Proximity: involves the physical
distance between employees
performing a job. Attraction:
designates the degree to which
people are drawn to
each
other
because
of
perceptual,
attitudinal,
performance, or motivational
similarity. (space station crews
need
to
be
trained
in
interpersonal,
emotional
support, and group interaction
skills). Group goals: The person
who voluntarily joins the afterhours
group
believes
that
learning the new system is a
necessary and important goal for
employees.economics:
groups
form because individuals believe
that they can derive greater
economic benefits from their
jobs if they organize.
5 stage model : forming (test
position,msh nanya2 sm anggota
lain),storming(konflik,debat,expe
riment),norming(work
efektif,
awal
kohesifness),performing
(struktur terbentuk, fokus di
goals,mature) ,adjourning(goals
tercapai,siap bubar).
PEM(Punctuated Equilibrium
Model):

Karakteristik
Group:
structure
each
member
occupies a position in the group
,status hierarchy a person is
assigned status because of such
factors as job seniority, age, or
ability,roles tiap peran kerjanya
di
bidang
masing2,norms
standar yg di share sm anggota
(ada yg + & -) ,leadership,
cohesiveness
kekuatan&komitment
menjaga
grup. Groupthink (A cohesive

groups
desire for agreement interferes
with the groups consideration
of alternative solutions) = 1.
Illusion
of
invulnerability.
Members of groups believe that
they are invincible. 2. Tendency
to moralize. Any opposition to
group views is characterized
bymembers as weak, evil, or
unintelligent., 3. Feeling of
unanimity (gayakin sm leader),
4.pessure
to
conform(harus
nurut)
,5.menentang
ideas
dismissed.,konflik,
social
loafing
(berubah
jd
gak
kontribusi).
Nature&types
of
team:
1.Problem solving team(team of
engineers,geologist bantu di oil
company),2. Virtual team(a team
that
relies
on
interactive
technology to work together
when separated by physical
distance),
3.cross-functional
team(individu dr dept beda tp 1
proyek
dasar
yg
sama),
4.skunkworks(team yg inovasiin
new
products,ex:
us,designers).5.self-directed
work team. Reason team

formed:
EnhancedProductivity,Flattening
Organizations,FlexibleDecisions,
WorkforceDiversity,improved
quality,increased
customer
satisfaction. The Role Concept:
role: an organized set of
behaviors
expected
of
an
individual in a spesifict positon.
Multiple roles: Roles performed
simultaneously
because
the
individual holds many positions
in a variety of organizations and
groups.
Role
set:
Others
expectations for
behavior of a person in a
particular role. Role conflict:
Occurs when an individuals
compliance with one set of
expectations
conflicts
with
compliance with another set of
expectations.
Person-role
conflict(when role requirements
violate
the
basic
values,
attitudes, and needs of the
individual
occupying
the
position),intrarole
conflict
(different individuals define a
role according to different sets of
expectations,
making
it
impossible
for
the
person
occupying the role to satisfy all
of them),interrole conflict(from
facing multiple role).
Konflik&Negosiasi :terjadi krn
kdg bisa kerjasama di goals kdg
gabisa sesuai.
Functional Conflict: From the
organizations
standpoint,
confrontation
between groups that results in
benefits
to
the
organization.Dysfunctional:
sama tp dia harm & nyegah buat
achieve goals.
Konflik&orgz perform: saat konf
level low, performance can
suffer&
susah
adaptasi
to
change di lingkungannya.if level
high
bisa
chaos.

Alasan eliminasi all types of

conflict:1.nilai anticonflict telah
tertanam
di
rumah,school.
2.manajer dihargai kalo jarang
ada konflik.
3 tipe konflik yg influence grup
function(intragroup):1.TaskConfli
ct:member
punya
viewpoint
beda berkaitan dgn what the
groups task is. 2.Relationship
conflict: sadar of interpersonal
incompatibilities,dislike,tension,f
rustation.3.Process
conflict:
keasadaran akan kontroversi
terkait gimana task will be acc
4
faktor
intergroup
conflict:1.work independence(2
or more orgz butuh satu sm
lain):
pooled
interdependence(gaada interaksi
krn
kerja
terpisah),sequential(butuh
1
grup selesain task sebelum grup
lain selesai) ,reciprocal(butuh
output grup 1 untuk input group
lain) ,2.difference in goals:
limited
resources,reward
structures.
3.differences
in
perceptions: beda goals,beda

time
horizon,status
incongruency,
persepsi
gak
akurat, increased demand for
specialist.
Konsekuensi
dysfunctional
intergroup
conflict:IncreasedGroupCohesive
ness,rise in autocratic (selfish)
leadership, focus on activity,
penekanan on loyalty.
Changes
between
Groups:
persepsi
berubah,
negative
stereotype,
komunikasi
menurun. Managing intergroup
conflict : 1.problem solving:
reduce tegangan dgn ketemu
meeting
yg
bersangkutan.
2.superordinate goals: kerjasama
untuk
mencapai
goals.
3.pengembangan sumber daya,
4.avoid
konflik,5.smoothing,6.compromis
e,7.authorativeCommand,8.Alteri
ngHumanVariable&GantiFormalS
tructure,9.identify
common
enemy.
Group
negotiation:
Group
negotiations
take
place
whenever one groups work
depends on the cooperation and
actions of another group over
which the first groups manager
has no control.
Prenegotiation
Tasks:
understanding the other side,
knowing all the options
Negotiaton Tactics: good/bad guy
team,theNibble(after
agreement),joint
problem
solving(harus
adil),power
of
competition,splitting
the
difference,low-balling(low offers
to lower grups expect).
4 tipe personality manager saat
negosiasi
The power seeker(task & result
oriented),
the
persuader(social,ambisius), the
reliable
performer(solid,supportive), the
limited performer(gak pede).
Team Building: encouraging ppl
who work together to meet as a
group in order to identify
common
goals,
improve
communications, and resolve
conflicts.
Critical Elements to success:
management
commitment,trust,share
info,training,union partnership.
Leadership: an attempt to use
influence to motivate individuals
to
accomplish
some
goal.
Leadership
Emergence
(Munculnya pemimpin) adalah
gagasan
bahwa orang-orang
yang menjadi pemimpin memiliki
sifat-sifat atau karakteristik yang
berbeda dari orang-orang yang
tidak menjadi pemimpin.
Motivasi
untuk
jd
leader(chan&dragsow):
1.identitas
afektif
=
dia
menikmati untuk berpartisipasi
dan memimpin 2.non - kalkulatif
= mencari posisi pemimpin jika
punya keuntungan (contoh ingin
jd pemimpin karena gaji besar)
3.Sosial-normatif
=
menjadi
pemimpin
karena
kewajiban
(contoh
giliran
memimpin
upacara yg telah dijadwalkan)
Performansi
pemimpin:
pemimpin yang cerdas, ramah,
dan mandiri akan lebih sukses
daripada pimipinan yang pemalu

dan pendiam. Hubungan antara

karakteristik
pribadi
dan
performansi pemimpin: 1.Traits
( sifat) pemimpin yang terbiasa
menyapa rekan kerja nya dapat
menghilangkan rasa malu yang
ada
pada
dirinya.
(abilities,personality,motivation)
2.Needs(kebutuhan
)
Karakteristik diri yang telah
menerima dukungan berkaitan
dengan
kebutuhan
akan
kekuasaan, penghargaan dan
afiliasi.3.Task
:
menstruktur
peran
mereka
sendiri
dan
bawahan
mereka
untuk
mencapai tujuan formal grup vs
Person Orientation : percaya
bahwa pekerja pada hakekatnya
termotivasi
secara
intrinsik,
mencari tanggung jawab.
Pemimpin
yang
tidak
sukses:Kurang
latihan,Kepribadian
buruk,Menunjukkan kinerja tugas
yang
buruk,Miskin
perencanaan,organisasi,
dan
komunikasi.
Interaksi antara pemimpin dan
situasi yang ada: 1.Situasi yang
menguntungkan
Tugas terstruktur memiliki tujuan
yang dinyatakan secara jelas
dan
dikenal
oleh
anggota
kelompok.Kekuatan
posisi
pemimpin,pemimpin-anggota
hubungan.
Semakin
banyak
bawahan
seperti
pemimpin
mereka,
yang
lebih
menguntungkan situasi. 2.Iklim
orgz(gaya
kepemimpinan):
Information style in a climate of
ignorance(ada
leader
yang
hanya
dia
yg
bisa
mengendalikan
suatu
permasalahan, karena hanya dia
yg
meneguasai
informasi).Magnetic style in a
climate of despair(Memimpin
dengan energik dan optimis dan
hanya efektif di iklim keputus
asaan).Position style in a climate
of instability(karena dia adalah
pimpinan
sehingga
anggota
harus
menuruti
apa
yang
diperintahkan.) Affiliation style
in a climate anxiety(peduli 1 sm
lain). Coercive style in a climate
of
crisis(reward&punishment).
Tactical style in a climate of
disorganization (strategis)
Seorang leader untuk bawahan
harus:
1. Instrumental style = mampu
merancang, meng-organisir, dan
mengontrol aktivitas pekerja
2.
Supportive
style
=
memberikan
kesempatan2
kepada pekerja
3. Participative style = berbagi
informasi
dgn
pekerja
dan
membolehkan
pekerja
berpartisipasi dalam decision
making
4. Achievement oriented style=
membuat goals yang menantang
dan
menaikan
rewards.
Hubungan dengan bawahan
LMX
(
leader

member
exchange)
=
mengatur
hubungan antara dua orang
(adyad), posisi pemimpin yang
berada diatas bawahan (vertical)
dan hubungan antar perilaku
mereka.
Spesific
Leader
Skills:1.Kepemimpinan
melalui
pembuatan
keputusan,2.

Kepemimpinan melalui kontak :

manajemen dengan berjalan
Teori ini menjelaskan bahwa
pemimpin dan manajer harus
bekerja sama, berkomunikasi
dengan
baik,3.Kepemimpinan
melalui
kekuatan,4.Kepemimpinan
melalui
pandangan
:
kepemimpinan transformasi
Kepemimpinan
ini
fokus
terhadap
perubahan
tujuan,
nilai,
etika,
standar,
dan
performansi
orang
lain.5.
Kepemimpinan
melalui
kepercayaan (bujukan). Buku
gibson
Traits: abilities (Intelligence, in
the larger sense of the term,
involves judgment, knowledge,
and fluency of speech,get along
with
people),personality
traits(alertness, energy level,
tolerance for stress, emotional
maturity, originality, personal
integrity,
and
selfconfidence),motivation(persuasi
veness,self-starter,strong
need
for achievement.)
Leaders
behavior:
task
oriented,person
oriented,InitiatingStructure(Lead
ership acts that imply the
structuring
of
job
tasks&ResponsibilitiesForFollowe
rs),consideration (Acts of the
leader that show supportive
concern for the followers in a
group.),transaksional,transforma
tional.
Situational theory of leadership:
An approach to leadership that
advocates
that leaders understand their
own behavior,the behavior of
their
subordinates, and the situation
before utilizing a particular
leadership style. This approach
requires the leader to have
diagnostic
skills
in
human
behavior.
Contingency Leadership Model:
leadership
style,
situational
factors:
leader-member
relations(A factor in the Fiedler
contingency model that refers to
the degree of confidence, trust,
and respect that the leader
obtains from the
Followers)., task structure (how
structured a job is with regard to
requirements,
problemsolving
alternatives, and feedback on
job success.), position power
(refers to the power inherent in
the
leadership
position.),
favorableness of the situation
(These situations will differ in the
degree to which they are
favorable
to
the
leaders
influence
attempts.)
leaderfollower trust, group readiness.
EffectiveResults:production,quali
ty,efficiency,satisfaction,competi
tiveness,development,survival.
Leadership beda sm manajemen,
manajemen blm tentu leader,
krn
tgs
manajer:
planning,organizing,& controlling
tp blm tentu mempengaruhi
behavior
dan
blm
tentu
berinteraksi. leader can make a
difference
in
measures
of
organizational
effectiveness:
production,
efficiency,
quality,
flexibility,

satisfaction,
competitiveness,
and development.
Path-goal
leadership
model:
Theory that suggests a leader
needs to influence followers
perceptions
of
work
goals,
selfdevelopment
goals,
and
paths to goal attainment.
Leadership
Behavior:
The
directive leader tends to let
subordinates
know
whats
expected
of
them.
The
supportive
leader
treats
subordinates as equals. The
participative leader consults with
subordinates and considers their
suggestions and ideas before
reaching
a
decision.
The
achievement-oriented
leader
sets challenging goals.
Path-Goal Proportions: extent
that bawahan akan meniru
perilaku
untuk
future
satisfaction, leader behavior is
motivational dan hrs ngasih
rewards.
Path-Goal Model:

Change Manajemen
Change agents: people who act
as catalysts and assume the
responsibility
for
managing
change activities.
Outside agents: can offer an
objective perspective, usually
have
an
inadequate
understandingOfOrgzHistory,cult
ure,operating
procedures,and
personnel.
Internal agents: Have to live with
the
consequences
of
their
actions,may
be
more
thoughful,may be more cautious.
Approaches
To
Managing
Change:
Lewins
Three-Step
Model,Kotters Eight-Step Plan
for Implementing Change, Action
Research, Appreciative Inquiry.
Lewins
Three-Step
Change
Model : unfreezing = Change
efforts
to
overcome
the
pressures of both individual
resistance
and
group
conformity(.Arouse
dissatisfaction with the current
state.,Activate and strengthen
top management support., Use
participation in decision making.,
Build in rewards. moving: Efforts
to get employees involved in the
change process. (Establish goals,
Institute
smaller,
acceptable
changes that reinforce and
support
change.,Develop
management
structures
for
change.,Maintain open, two-way
communication.)Refreezing:
Stabilizing a change intervention
by
balancing
driving
and

restraining forces.( Build success

experiences.,Reward
desired
behaviour.,Develop structures to
institutionalize the change.,Make
change work.)
Exhibit 10-8 Kotters Eight-Step
Plan for Implementing Change
1. Establish a sense of
urgency.
2. Form a coalition.
3. Create a new vision.
4. Communicate
the
vision.
5. Empower others to act.
6. Develop
short-term
wins.
7. Consolidate
improvements.
8. Reinforce changes.
Action Research: A change
process based on the systematic
collection of data and then
selection of a change action
based on what the analyzed data
indicate.
The Process of Action Research:
Diagnosis,Analysis,Feedback,Acti
on,Evaluation.
Appreciative
Inquiry: An approach to change
that seeks to identify the unique
qualities and special strengths of
an organization, which can then
be
built
on
to
improve
performance.
Steps
of
Appreciative
Inquiry:
Discovery,Dreaming,Design,Dest
iny
Sources of Individual Resistance
to Change

Cynicism About Change

1.Feeling uninformed about what
was happening.
2.Lack of communication and
respect from ones supervisor.
3.Lack of communication and
respect
from
ones
union
representative.
4.Lack
of
opportunity
for
meaningful
participation
in
decision making.
Sources
of
Organizational
Resistance to Change

Overcoming
Resistance
to
Change
Education and communication
-This tactic assumes that the
source of resistance lies in
misinformation
or
poor
communicatiEducation&commun
ication

-Best used: Lack of information,

or inaccurate information
Participation and involvement
-Prior to making a change, those
opposed can be brought into the
decision process.
-Best used: Where initiators lack
information, and others have
power to resist
Facilitation and support
-The provision of various efforts
to facilitate adjustment.
-Best used: Where people resist
because
of
adjustment
problemson.
Negotiation and agreement
-Exchange something of value
for a lessening of resistance.
-Best used: Where one group will
lose, and has considerable
power to resist
Manipulation and cooperation
-Twisting and distorting facts to
make
them
appear
more
attractive.
-Best used: Where other tactics
wont work or are too expensive
Explicit and implicit coercion
-The application of direct threats
or force upon resisters.
-Best used: Speed is essential,
and initiators have power
How do organizations manage
change?
Kurt
Lewin
argued
that
successful change should follow
three steps: unfreezing, moving,
and refreezing. John Kotter built
on Lewins work to offer an
eight-step model. Two other

theories include action research

and appreciative inquiry.
Optimal level of arrousal