McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Twelve Stress and Conflict

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Learning Objectives 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 and negotiation skills for conflict resolution

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Categories of Stressors Affecting Occupational Stress JOB STRESS Extraorganizational Stressors Organizational Stressors Group Stressors Individual Stressors

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Macrolevel Organizational Stressors ORGANIZATIONAL STRUCTURE AND DESIGN Centralization and formalization Line-staff conflicts Specialization Role ambiguity and conflict No opportunity for promotion Restrictive, untrusting culture 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 radiation ORGANIZATIONAL PROCESSES Tight controls Only downward communication Little performance feedback Centralized decision making Lack of participation in decisions Punitive appraisal systems JOB STRESS ADMINISTRATIVE POLICIES AND STRATEGIES Downsizing Competitive pressures Merit pay plans Rotating work shifts Bureaucratic rules Advanced technology

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Profiles Of Type A And Type B Personalities Type A Profile Type B Profile Is always moving Walks rapidly Eats rapidly Talks rapidly Is impatient Does two things at once Can’t cope with leisure time Is obsessed with numbers Measures success by quantity Is aggressive Is competitive Constantly feels under time pressure Is not concerned about time Is patient Doesn’t brag Plays for fun, not to win Relaxes without guilt Has not pressing deadlines Is mild-mannered Is never in a hurry

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Level Of Conflict In Organizational Behavior Macro Micro CONFLICT Organizational Intergroup Interpersonal Intra- individual

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved A Model Of Frustration Need (deficiency) Frustration Drive (deficiency with direction) Barrier (1) Overt (2) Covert Defense mechanisms (1) Aggression (2) Withdrawal (3) Fixation (4) Compromise Goal/ incentive (reduction of the drives and fulfillment of deficiencies)

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Sources Of Interpersonal Conflict Interpersonal Conflict Environmental stress Information deficiency Role incompatibility Personal differences

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Intergroup Conflict Status struggles Task interdependence Jurisdictional ambiguity Competition for resources Antecedent Conditions For Intergroup Conflict

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Ways To Manage Prolonged Stress Individual Coping Strategies Behavioral self-control RelaxationExerciseNetworking Cognitive therapy

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved Contemporary Negotiation Techniques Low-Risk Techniques High-Risk Techniques Flattery Addressing the easy point first Silence Inflated opening position “Oh, poor me” Unexpected temper losses High-bailing Boulewarism (“take it or leave it”) Waiting until the last moment