7/7/2012

Dynamics of OB:

Stress and Conflict

Sanjeeva Perera
B.Sc. (Eng.) Hons , MBA (Col.)

(OB) (577)
MSc/PGD in Information Systems & Information Management
Sri Lanka Institute of Information Technology

Environmental Context
 Information Tech & Globalization
 Diversity & Ethics

Organizational Context
 Design & Culture
 Reward System
Managing & Leading
Dynamics for High Performance

 Communication  Job Design & Goals

ORGANIZATIONAL  Decision Making  Behavioral

Social BEHAVIOR Management
Cognitive  Stress & Conflict
Theory
 Leadership
 Power & Politics Processes

 Groups & Teams  Great Leaders

Cognitive Processes
 Perception & Attribution
 Personality & Attitudes
 Motivational needs & Processes
 Positive Psychological Capacities

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Dynamics of OB:

Stress and Conflict

Stress and Conflict

 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

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What is Stress ? Two definitions

Def 1 : Ivancevich and Matteson

An adaptive response mediated by individual differences and/or
psychological processes, that is a consequence of any external (environmental)
action, situation, or event that places excessive psychological and/or physical
demands on a person.

Def 2 : Beehr and Newman

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.

Simple definition

Adaptive response to an external

situation that results in physical,
psychological, and/or behavioral
deviations for organizational
participants.

 Stress is not simply anxiety (worry).

 Stress is not simply nervous tension.
 Stress is not necessarily something
damaging, bad, or to be avoided.
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Stress is normal and often quite healthy. However, when the

ability to cope with stress begins to let us down, then we may
be on the road to burnout.

Burnout in the Workplace – Video

(Video here is a excerpt from "Burnout in the Workplace" for the Centers for
Medicare and Medicaid Services)

Burnout at workplace – Video

(Stress at work is a reality, manage it well and you will see your productivity rise
but if you lose control you will see yourself head towards a burn out )

Secret Weapon to Prevent Burnout - Video

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Categories of Stressors Affecting Occupational Stress

Extraorganizational Stressors
Organizational Stressors
Group Stressors
Individual
Stressors

JOB
STRESS

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Extraorganizational Stressors

•Societal / technological change

•Globalization
•The family
•Relocation
•Economic and financial conditions
•Race and class
•Community condition

ADMINISTRATIVE POLICIES
ORGANIZATIONAL PROCESSES Macrolevel AND STRATEGIES
Tight controls Downsizing
Only downward communication Organizational Competitive pressures
Little performance feedback Stressors Merit pay plans
Centralized decision making Rotating work shifts
Lack of participation in decisions Bureaucratic rules
Punitive appraisal systems Advanced technology
JOB
STRESS
WORKING CONDITIONS
ORGANIZATIONAL STRUCTURE
Crowded work area
AND DESIGN
Noise, heat, or cold
Centralization and formalization
Polluted air
Line-staff conflicts
Strong odor
Specialization
Unsafe, dangerous conditions
Role ambiguity and conflict
Poor lighting
No opportunity for promotion
Physical or mental strain
Restrictive, untrusting culture Toxic chemicals or radiation 10

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Organizational Stressors

•Responsibility without authority

•Inability to voice complaints
•Inadequate recognition
•Lack of clear job description or reporting relationships

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Group Stressors

•Lack of group cohesiveness (togetherness)

•This effect especially at the lower levels of
organizations
•Lack of social support
•By sharing their problems and joys with others, they
are much better off.

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Individual Stressors

•Type A personality patterns

•Experience considerable stress (e.g. higher percentage
of managers are type A)

•Type B personality patterns

•Less stress

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Profiles Of Type A and Type B Personalities

Type A Profile Type B Profile
Is always moving Is not concerned about time
Walks rapidly Is patient
Eats rapidly Doesn’t brag
Talks rapidly Plays for fun, not to win
Is impatient Relaxes without guilt
Does two things at once Has not pressing deadlines
Can’t cope with leisure time Is mild-mannered
Is obsessed with numbers Is never in a hurry
Measures success by quantity
Is aggressive
Is competitive
Constantly feels under time pressure
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Another important disposition

1. Personal Control
People’s feeling about their ability to control a
situation are important in determining their level
of stress.
2. Learned Helplessness
The feeling of loss of control
3. Psychological Hardiness
Those able to cope successfully with extreme
stressors seem to have a “hardiness” disposition
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Macro
Organizational

Level Of Conflict Intergroup

In Organizational
Behavior
Interpersonal

Intra-
individual

Micro
CONFLICT 16

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Need Drive Goal/

(deficiency) (deficiency incentive
with direction) (reduction of
the drives and
Barrier
fulfillment of
(1) Overt
deficiencies)
(2) Covert
Frustration

Defense mechanisms
(1) Aggression (violence in the workplace)
(2) Withdrawal (“motivational problem” of employees)
(3) Fixation ( Irrational bureaucratic behavior)
(4) Compromise (“living outside the job”)

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Frustration occurs when a motivated drive is blocked

before a person reaches a desired goal. The barrier may be
either
Overt (outward, or physical)
Covert (inward, or mental-socio psychological)

Conflicts due to stress in workplace - Video

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Goal that has both positive and negative features, or two or more competing goals
1. Approach- approach conflict
Individual is motivated to approach two or more positive but mutually
exclusive goals
Eg. "Shall I fly or take a boat to Europe?" might be easily resolved if both
means of travel are seen as pleasurable
2. Approach- avoidance conflict
individual is motivated to approach a goal and at the same time is
motivated to avoid it.
Eg. If you are tempted to eat a certain food but know from experience that
it gives you indigestion
3. Avoidance- avoidance conflict
individual is motivated to avoid two or more negative but mutually
exclusive goals.
Eg. child who is faced with "Either you do your homework or you go to
bed without dinner."
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Role is defined as a position that has expectations evolving from

established norms.
Three major types of Role conflicts
1. Conflict between the person and the role.
e.g. Production worker and member of the union is appointed to
head up a new production team
2. Intra role conflict created by contradictory
expectations about how a given role should be
played.
3. Inter role conflict results from the differing
requirements of two or more roles that must be
played at the same time.
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Interpersonal conflict

Intergroup behavior and conflict

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Personal Information
differences deficiency
(unique background, (Communication
Cultural, and family Breakdown)
Traditions)

Interpersonal
Conflict

Role
Incompatibility Environmental
(Production manager Stress
And Sales manager On (Shrinking resources,
conflicting inventory issues Downsizing)
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Competition Task
for resources interdependence

Intergroup
Conflict

Jurisdictional Status
Ambiguity Struggles
(overlapping (eg rewards, privileges,
Responsibilities) Working conditions)
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Stress and conflict are not automatically bad for individual

employees or their organizational performance. In fact, it is generally
recognized that low levels of stress and conflict can even enhance
job performance.

High level of stress and conflict leads to

1. Physical problems (physical health)
Immune systems and gastrointestinal system problems
2. Psychological problems
Anger, anxiety, depression, tension
3. Behavioral problems
Sleeplessness, increased smoking and drinking.
“relationship between stress and absenteeism” 24

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Relaxation
Exercise
(eg meditation)

Individual
Coping Behavioral
Strategies self-control
Networking
(controlling the situation
Instead of letting the
situation control them)
Cognitive
Therapy
(building self-efficacy
“Confidence”) 25

Questions

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