Human Behavior in

Organization
Importance
Goals
Nature of People

Importance of HBO
its

important to know how

people, as individuals and as
groups, act within organizations.

Goals of HBO
To

describe
To understand
To predict
To control

The Nature of People

Individual

Difference Law of
Individual Difference
Perception
A Whole Person
Desire for involvement
Value of the Person
Motivated Behavior

Remember
organizational excellence begins
with the performance of people
it is what people do or do not do
that ultimately determines what the
organization can or cannot become
it is our job as an I.E. to develop and
promote behavioral patterns that are
consistent with the achievement of
goals

Study of Individual Differences in

OB

SELF CONCEPT
PERSONALITY TRAITS
Self Esteem
PERSONAL
VALUES
Self- Efficacy
Self Monitoring
Organizational
Identification

Self
Self

Core of Conscious
Existence
Self- Concept Perception of ones
self
Self esteem Overall evaluation of
one self.
Cognition Persons Knowledge

Self
Self

Efficacy Belief in ones

self
Learned Helplessness Debilitating
lack of faith in ones ability to control
the situation.
Self- Monitoring Observing ones
own behavior in adapting it to the
situation.
Organizational Identification
Organizational Values or beliefs
become part of ones self identity

Personality
Personality

Stable physical and

mental characteristics
responsible for a persons
identity.
Proactive Personality Actionoriented person who shows
initiative and perseveres to
change things.
Internal Locus of Control Ones own
action
External Locus of Control Luck

Emotions
Reactions

to personal
achievements and setbacks that
may be felt and displayed.

Emotional

Intelligence Ability to
manage oneself and interact with
others in mature and constructive
ways.

VALUES, ATTITUDES,
ABILITIES AND JOB
SATISFACTION

Value System
The organization of ones beliefs
about preferred ways of behaving
and desired end estates.
Instrumental Values
Personally preferred ways of
behaving.
Terminal Values Personality
preferred end- states of
existence.

Value Conflicts
Intrapersonal

Value Conflict
outside social expectation and
internal priorities.
Interpersonal Value Conflict
core of personality conflicts.
Individual Organization
Value Conflict

Handling Value Conflict

through Values Clarification
Career-

Counseling and Team-

building
Using handful of useful experiences.

Work Family Conflict

Gender

inequality
Work Flexibility
Time Management

Attitude
Learned

predisposition toward a
given object.
Affective Component The
feelings or emotions one has
about an object or situation.
Cognitive Component The
beliefs or ideas one has about an
object or situation.

Attitude
Behavioral

Component- How
one intends to act or behave
toward someone or something.
Intentions affects our Attitude.

Job Satisfaction
An

affective or emotional
response
Organizational Commitment
Extent to which an individual
identifies with an organization and
its goals.
Job Involvement Extent to which
an individual is immersed in his or
her present job.

Abilities and
Performance
Ability

Stable characteristic
responsible for a persons
maximum physical or mental
performance.
Skills Specific capacity to
manipulate objects.
Intelligence Capacity for
constructive thinking, reasoning,
problem- solving.

Cognitive Styles
A

perceptual and judgmental

tendency, according to Jungs
Typology.

Job Satisfaction
Need

Fulfillment
Value Attainment extent to
which a job allows fulfillment of
ones work values
Equity fair treatment at work
Genetic Components/
Disposition
Discrepancies
Met Expectations the extent to
which one receives what he or she

Major Correlates and

Consequences of Job Satisfaction
Organizational

Citizenship
Behaviours - Employee
behaviors that exceed work-role
requirements.
Withdrawal Cognitions Overall
thoughts and feelings about quitting
a job.
Absenteeism
Turnover
Perceived Stress

MOTIVATION

The issue is how to motivate your

people!
Motivate people towards
excellent performance! It is our
primary task as managers
The question is WHAT IS
MOTIVATION?
It refers to the WHY and CAUSE
of behavior.
Motivation is the strength of the

Basic Motivation Model

Goal
Needs
and
Drives

Tension

Ability

Effort

Perfor
mance

Needs Satisfaction

Reward
s

Influence of Culture
Self

esteem or Amor-propio
-sensitive to words or actions of others
Embarrassment or Hiya
-behaving in what is deemed to be an
acceptable way
Obligation or Utang na Loob
-repaying favors
Getting Along Together or Pakikisama
-SIR (smooth Interpersonal Relations)
that may lead to inefficiencies

Three Patterns of
Motivation
Achievement
Affiliation
Power

Motivation

Motivation

Motive

Needs Satisfaction
Why do we have to satisfy their needs?
They behave in order to satisfy their
needs!

Needs Satisfaction Approach to

Motivation

Internal
needs

Behavior

Needs Satisfaction

Outcome

Abraham Maslows Hierarchy of

Needs

Physiological

Needs
Safety and Security Needs
Love and Social Needs
Esteem and Status Needs
Self-actualization or Self-fulfillment
Needs
a satisfied need is no longer a
motivator!...
as one need is satisfied, another need
emerges

Clayton Alderfers ERG

Model

Existence: Physiological and

safety needs
2. Relatedness: Social and external
esteem needs
3. Growth: Self-actualization and
internal esteem needs
1.

Frederick Herzbergs Motivation-Hygiene

Theory
(Two
Factor Theory)
Need to Avoid
Pain
Hygiene Factors
Job Context
Extrinsic Factors
Dissatisfies
Examples
Company policy
Quality of supervision
Relations with
supervisors, peers, &
subordinates
Pay, job security,
status
Work conditions

Need for
Achievement

Motivational Factors
Job Content
Intrinsic Factors
Satisfies
Examples
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth

Behavior Modification
1.
2.
3.
4.

Positive Reinforcement
Negative Reinforcement
Punishment
Extinction

Reinforcement Guidelines
1.
2.
3.
4.
5.
6.

Specify behavior to be reinforced.

Reinforce specified behavior at once.
Reward small achievements as well.
Provide material as well as nonmaterial
incentives.
Offer small rewards
Reinforce at intermittent intervals

Activities
Expectancy

theory

Expectancy probability
Instrumentality probability
Valence
Case

studies

Group and Work Behavior

Elements of a Group
Types of a Group
The Importance of Groups in Work Organization
Limitations of Group and Group Work
Group Development
Group Structure
Group Goals

Elements of Group
What

is a Group?
Common interests and goals binds
the members of a group
How do we differentiate a group into
an individual and an organization?

Types of Group
Formal Group
2. Informal Group
1.

Basis of
Comparison

Informal
Organization

Formal
Organization

General Nature

Unofficial

Official

Major Concepts

Power and Politics

Authority and
Responsibility

Primary Focus

Person

Position

Source of
Leader Power

Given by Group

Delegated by
Management

Guidelines for
Behavior

Norms

Rules

Sources of
Control

Sanctions

Rewards and
Penalties

Group Formation
Formal
Group

Informal
Group

Informal
Group

Formal
Group

Benefits

Problems

Makes a more effective total

system

Develops undesirable rumor

Lightens workload on
management

Encourages negatives attitudes

Helps get the work done

Resists change

Tends to encourage
cooperation

Leads to interpersonal and

intergroup conflicts

Fills in gaps in a managers

abilities

Rejects and harasses some

employees

Gives satisfaction and stability

to work groups

Weakens motivation and

satisfaction

Improves communication

Operates outside of
managements control

Provides a safety value for

employee emotions

Supports conformity

Encourages managers to plan

and act more carefully

Develop role conflicts

Contributes to higher
cohesiveness

Importance of Groups in Work

Organizations
social needs are among the
most compelling, potent and
powerful on-the-job motivators
changing group opinion is more
effective than changing opinions
of individuals

Limitations of Group and Group

Work
do you agree that most
innovation and creativity are
done not by groups but by
individuals alone?
1. Deindividuating Effects
2. Majority Rule
3. Groupthink
4. Free Riding

What is the main justification of a

groups existence?

Goals!

WORLD OF
ORGANIZATIONAL
BEHAVIOUR

Organizational Behavior
Interdisciplinary

field dedicated
to better understanding and
managing people at work.
1. The Human Relations Movement
2. The Total Quality Management
Movement
3. The Internet Revolution

The Human Relations Movement

Began

in 1930s
To focus on the Human Factor
Bettering the Working Conditions
for the Workers and Managers.
Studied the Carrot and Stick
Method

The Total Quality

Management Movement
Started

in 1980s
Patterned in Japan
An organizational culture
dedicated to training, continuous
improvement of organizational
processes and customer
satisfaction.
Seminars, Researches, New
Trends, Quality of the Products,
Customer Service

Principles of TQM
Do

it right the first time to

eliminate costly rework and
product recalls.
Listen to and Learn from
customers and employees.
Make continuous improvement
an everyday matter.
Build Teamwork, Trust and Mutual
Respect.

The Internet
Revolution
Internet

The global system of

networked computers
E- Commerce buying and
selling goods and services over
the internet
E- Business Running the entire
business via the internet.
E- Management
E- Communication E-mails,
Cellphones with internet.

MANAGEMENT AND
CULTURE

MANAGEMENT
Process

of working with and

through others to achieve
organizational objectives
efficiently and ethically.

CULTURE
Beliefs

and values about how a

community of people should and
do act.

Management and Culture

Describes

the psychology, attitudes,

experiences, beliefs and values
(personal and cultural values) of an
organization.
It has been defined as "the specific
collection of values and norms that are
shared by people and groups in an
organization and that control the way
they interact with each other and with
stakeholders outside the organization."

Corporate Culture
is the total sum of the values,
customs, traditions and meanings that
make a company unique. Corporate
culture is often called "the character of
an organization" since it embodies the
vision of the companys founders
The values of a corporate culture
influence the ethical standards within a
corporation, as well as managerial
behavior

Men That Classified

Organizational Culture
Geert

Hofstede
Deal and Kennedy
Charles Handy
Edgar Schein
Arthur F Carmazzi

Gerard Hendrik Hofstede October 3,1928

an

influential Dutch writer on the interactions

between national cultures and organizational
cultures, and is an author of several books
including Culture's Consequences.
Hofstede's study demonstrated that there are
national and regional cultural groupings that
affect
the
behaviour
of
societies
and
organizations, and that are very persistent across
time.
Hofstede looked for national differences between
over 100,000 of IBM's employees in different parts
of the world, in an attempt to find aspects of
culture that might influence business behavior.

Hofstede identified five dimensions of

culture in his study of national influences:
Low

vs. High Power Distance- the extent to which the less

powerful members of institutions and organizations expect and
accept that power is distributed unequally.
Individualism vs. collectivism- refers to the extent to which people
are expected to stand up for themselves and to choose their own
affiliations, or alternatively act predominantly as a member of a
life-long group or organization.
Masculinity
vs.
femininity'masculine'
cultures
value
competitiveness, assertiveness, ambition, and the accumulation of
wealth and material possessions, whereas feminine cultures place
more value on relationships and quality of life.
Uncertainty avoidance- reflects the extent to which members of a
society attempt to cope with anxiety by minimizing uncertainty.
Long vs. short term orientation- describes a society's "time
horizon," or the importance attached to the future versus the past
and present.

Deal and Kennedy

defined organizational culture as the
way things get done around here
Feedback - quick feedback means an
instant response. This could be in
monetary terms, but could also be
seen in other ways, such as the impact
of a great save in a soccer match.
Risk - represents the degree of
uncertainty in the organizations
activities.

Four Classifications of
Organizational Culture:
The

Tough-Guy Macho Culture. Feedback is quick and the rewards

are high. This often applies to fast moving financial activities such as
brokerage, but could also apply to a police force, or athletes
competing in team sports. This can be a very stressful culture in which
to operate.
The Work Hard/Play Hard Culture is characterized by few risks
being taken, all with rapid feedback. This is typical in large
organizations, which strive for high quality customer service. It is often
characterized by team meetings, jargon and buzzwords.
The Bet your Company Culture, where big stakes decisions are
taken, but it may be years before the results are known. Typically,
these might involve development or exploration projects, which take
years to come to fruition, such as oil prospecting or military aviation.
The Process Culture occurs in organizations where there is little or
no feedback. People become bogged down with how things are done
not with what is to be achieved. This is often associated with
bureaucracies. While it is easy to criticize these cultures for being
overly cautious or bogged down in red tape, they do produce
consistent results, which is ideal in, for example, public services.

Charles Handy (born 1932)

is

an
Irish
author/philosopher
specializing in organizational behavior
and management.
popularized the 1972 work of Roger
Harrison of looking at culture which
some scholars have used to link
organizational
structure
to
organizational culture.

Power Culture which concentrates power among a

few. Control radiates from the center like a web.
Power Cultures have few rules and little bureaucracy;
swift decisions can ensue.
Role Culture, people have clearly delegated
authorities within a highly defined structure. Typically,
these organizations form hierarchical bureaucracies.
Power derives from a person's position and little
scope exists for expert power.
Task Culture, teams are formed to solve particular
problems. Power derives from expertise as long as a
team requires expertise. These cultures often feature
the multiple reporting lines of a matrix structure.
Person Culture exists where all individuals believe
themselves superior to the organization. Survival can
become difficult for such organizations, since the
concept of an organization suggests that a group of
like-minded individuals pursue the organizational
goals. Some professional partnerships can operate as
person cultures, because each partner brings a

4- P Cycle of Continuous
Improvement
People

Productiv
ity

Products

Process

People

Skill Development
Motivation
Teamwork
Personal Development and Learning
Readiness to change and adapt
Increased personal responsibility for
organizational outcomes
Greater self- Management
Decreased Stress

People ( Skills Profile)

Human

Capital The Productive

potential of ones knowledge and
Action.
Social Capital- The productive
potential of strong, trusting and
cooperative relationships.

How are you going to have a

Productive Team?
Observ
e
Share

Build

Involve

Learn

The 21st Century

Managers
Customer-

Centered Manager
People Oriented Manager
Not EGO CENTERED MANAGERS!

Products
Greater

Customer Satisfaction
Better Quality goods and services

Processes
Technological Advancement
Faster Product Development and
Production cycle times
System flexibility
Leaner and more effective
administration
Improved communication and
information flow
Organizational Learning
Participative and Ethical decision making

Productivity
Reduced

waste
Reduce Rework
More efficient use of material and
informational resources

The Managers
Job: Getting
Things Done
through Others!

MANAGEMENT OF
CONFLICT

What is Conflict?
It

arises when the interest of

people do not coincide.
Why is there a high potential of
conflict in human interactions?
Cite some examples.
In organizations, large number
of people congregate under one
roof in a joint pursuit of
purpose

Is

the probability of conflict and

the number of people directly
proportional in nature?

Yes.
Because

there will be higher

number of human interactions!

Conflict when left unattended will

lead into _______.
Chaos.
Yet,

conflict can also lead to

higher creativity just as muscles
grow stronger when exercised
against resistance.
Because --and Note:
two heads are better than one,
If both are not empty

Why manage conflict?

Hence

it would be wiser to allow

conflict up to some degree, to
trigger creativity--- growth.
Managers should:
1. recognize the conflict,
2. face the conflict,
3. stimulate it up to a certain level,
4. and ultimately manage it.

The nature of conflict

Conflict

is a relationship.
It occurs at least two persons,
groups, orgs, nations.
Emotions run high and tension
increases.
Emotions cloud the judgment of
the protagonist.

Four Areas of
Disagreements
Facts.

The present situation or problem

Goals.
What should be done or
accomplished
Methods. The best way to accomplish
goals.
Values.
Principles,
qualities,
and
concepts.
Typically, disagreements over facts are
easiest to settle while differences in
values are the most difficult to settle

Take note:
conflict requires energy
It takes human EFFORT to
escalate
or
deescalate it
it takes emotional energy to
suppress or deny a conflict; and, IT
TAKES EVEN MORE TO CONFRONT
IT

LIFE EXPECTANCY OF
CONFLICT

without some stability, any

organization cannot function
yet,
without adaptation it cannot
survive
Management of Change

What are your reactions when

you hear the word change?
Negative perceptions.
Positive perceptions.

 Change

is the law of nature . It is

necessary way of life in most organizations
for their survival and growth.
Man has to mould himself continuously to
meet new demand and face new
situations.
Then the question arise what is the
organizational change ?
the essence of adaptation and
innovation

Note:

change in the organization is a

must whether brought about
deliberately or unwillingly.

Why Change?!
The
reason
for
change
are
categorized as follows, change in:
business conditions,
change in managerial personnel,
deficiency
in
existing
organizational patterns,
technological and psychological
reasons,
government

What is the enemy of

effectiveness?

Complacency!

Types of Organizational
Change

Anticipatory changes: planned changes

based on expected situations.
Reactive changes: changes made in
response to unexpected situations.
Incremental changes: subsystem
adjustments required to keep the
organization on course.
Strategic changes: altering the overall
shape or direction of the organization.

Forces of Change
External

Forces

Market Place
Govt. Laws and
Regulations
Technology
Internal Forces
Labor market
Changes in
Economic Change
Organizational
Strategies
Workforce change
New Equipment
Employee Attitude

Change Model and the Change

Cycle
Lewins

Three Step model

The Change Cycle

Lewins Three Step model

Most theories of organizational change
originated from the landmark work of
social psychologist Kurt Lewin.
Lewin developed a three stage model
of planned change which explained
how to initiate, manage, and stabilize
the change process.
The three stages are
unfreezing, changing, and refreezing.

Unfreezing
The focus of this stage is to create
the motivation to change. In so
doing, individuals are encouraged to
replace old behaviors and attitudes
with those desired by management.
Managers can begin the unfreezing
process
by
disconfirming
the
usefulness or appropriateness of
employees' present behaviors or
attitudes.

Changing
Because change involves learning, this
stage entails providing employees with
new information, new behavioral models,
or new ways of looking at things.
The purpose is to help employees learn
new concepts or points of view. Role
models, mentors, experts, benchmarking
the
company
against
worldclass
organizations, and training are useful
mechanisms to facilitate change

Freezing
Change
is
stabilized
during
refreezing by helping employees
integrate the changed behavior or
attitude into their normal way of
doing things. This is accomplished
by first giving employees the
chance
to
exhibit
the
new
behaviors
or
attitudes.
Once
exhibited, positive reinforcement is
used to reinforce the desired.

Lewins Three Step model

Unfreezing

Change

Freezing

The change cycle gives us

a journey through
change!
How does an individual feel, and behave
whenever there change is present?
There are 6 stages.

Stage 1 Loss to Safety

In Stage 1 you admit to yourself that regardless of whether or not you
perceive the change to be good or 'bad" there will be a sense of loss of
what "was."
Stage 2 Doubt to Reality
In this stage, you doubt the facts, doubt your doubts and struggle to find
information about the change that you believe is valid. Resentment,
skepticism and blame cloud your thinking.
Stage 3 Discomfort to Motivation
You will recognize Stage 3 by the discomfort it brings. The change and
all it means has now become clear and starts to settle in. Frustration
and lethargy rule until possibility takes over.
The Danger Zone
The Danger Zone represents the pivotal place where you make the
choice either to move on to Stage 4 and discover the possibilities the
change has presented or to choose fear and return to Stage 1.
Stage 4 Discovery to Perspective
Stage 4 represents the "light at the end of the tunnel." Perspective,
anticipation, and a willingness to make decisions give a new sense of
control and hope. You are optimistic about a good outcome because you
have choices.
Stage 5 - Understanding
In Stage 5, you understand the change and are more confident, think
pragmatically, and your behavior is much more productive. Good thing.
Stage 6 - Integration
By this time, you have regained your ability and willingness to be

After the change

how will they respond?...
People will respond to the changes
they like!
Accept changes
People will respond to the changes
the do not like!
Resist changes

How People Respond to Changes They Like?

Three-stage process
Unrealistic optimism
Reality shock
Constructive direction

How People Respond to Changes They Fear and

Dislike?

Stages
Getting off on the wrong track
Laughing it off
Growing self-doubt
Destructive direction

Origin of Resistance to Change

Rational
Emotional
Social
Political

Why Do Employees Resist

Change?

Surprise

Unannounced significant changes threaten

employees sense of balance in the
workplace.
Inertia
Employees have a desire to maintain a safe,
secure, and predictable status quo.
Misunderstanding and lack of skills
Without introductory or remedial training,
change may be perceived negatively.
Poor Timing
Other events can conspire to create
resentment about a particular change.

Why Do Employees Resist

Change?
Emotional

Side Effects
Forced acceptance of change can create a
sense of powerlessness, anger, and passive
resistance to change.
Lack of Trust
Promises of improvement mean nothing if
employees do not trust management.
Fear of Failure
Employees are intimidated by change and
doubt their abilities to meet new
challenges.
Personality Conflicts
Managers who are disliked by their
managers are poor conduits for change.

Why Do Employees Resist

Change?
Threat

to Job Status/Security
Employees worry that any change may
threaten their job or security.
Breakup of Work Group
Changes can tear apart established on-thejob social relationships.
Competing Commitments
Change can disrupt employees in their
pursuit of other goals.

Seven Dynamics
of Change

Whatever

the kinds of change that

people encounter, there are certain
patterns of response that occur and
re-occur.
Understanding patterns of change
allows leaders to avoid over-reacting
to the behaviors of people who, at
times, seem to be reacting in
mysterious, non-adaptive ways.

People will feel awkward, ill-atease and self-conscious

Whenever

you ask people to do

things differently, you disrupt their
habitual ways of doing things.
This tends to make people feel
awkward or uncomfortable as they
struggle to eliminate the old
responses and learn the new.

People initially focus on

what they have to give up
As

a change leader you need to

acknowledge the loss of the old
ways, and not get frustrated at what
may seem to be an irrational or
tentative response to change.

People will feel alone even if

everyone else is going through
the same change
Everyone

feels that their situation is

unique and special. Unfortunately, this
tends to increase the sense of isolation
for people undergoing change.
It is important for the change leader to
be proactive and gentle in showing that
the employee's situation is understood.
If you are emotionally and practically
supportive during the tough times the
change will be easier.

People can handle only so

much change
On

a personal level, people who

undergo too much change within too
short a time will become physically
sick.
While some changes are beyond our
control, it is important not to pile
change upon change upon change.

People are at different

levels of readiness for
change
Some

people thrive and change. It's

exciting to them. Others don't. It's
threatening to them.
Understand that any change will
have supporters and people who
have difficulty adapting.
In time many people who resist
initially will come onside.

People will be concerned

that they don't have
enough resources
People

perceive that change takes

time and effort, even if it has the
long
term
effect
of
reducing
workload.
They are correct that there is a
learning time for most change, and
that this may affect their work.

If you take the pressure

off, people will revert to
their old behaviour
If

people perceive that you are not

serious about doing things the new
way, they will go back to the old
way.
Sometimes this will be in the open,
and sometimes this will be covert.

Conclusion
When

planning for change, include a

detailed reaction analysis. Try to
identify the kinds of reactions and
questions that employees will have,
and prepare your responses.
Remember that the success of any
change rests with the ability of the
leaders to address both the emotional
and practical issues, in that order.

As Industrial Engineers we must

be aware how to overcome
resistance to changes!...

Strategies for Overcoming Resistance to Change

Education and communication

Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and co-optation
Explicit and implicit coercion
What is Manipulation?
What is Coercion?

LEADER ACTION:
Stability

Comfort and
control

Looking
Back

1
Create a
felt need of
change
2
Introduc
e the

Fear,Anger andchange
Resistance

Learning,
Acceptance &
Commitment

Stabilize and
Sustain the
change
3

Looking
Forward

Revise
and
finalize
the
change
plan
Chaos

Enquiry,
Experimentation
and Discovery

MAKING CHANGE
HAPPEN

w
o
H

a
to

h
c
y
l
pp

?
e
g
n
a

Force Field Analysis

Force Field Analysis is a general tool for
systematically analyzing the factors
found in complex problems. It frames
problems in terms of factors or
pressures that support the status quo
(restraining
forces)
and
those
pressures that support change in the
desired direction (driving forces).
A factor can be people, resources,
attitudes,
traditions,
rgulations,
values, needs, desires, etc.
As a tool for managing change, Force

Procedure:
Step 1 Defining the Problem
Step 2 Defining the Change Objective
Step 3 Identifying the Driving Forces
Step 4 Identifying the Restraining
Forces
Step 5 Developing the Comprehensive
Change Strategy

STRESS MANAGEMENT
AT WORK

WHAT IS STRESS?

7/3/16

12

General Awareness
What

is Stress ?
Types of Stresses
Individuals
Stress origins & body systems
Adaptation Syndrome
Symptoms

I HATE YOU

WHAT IS STRESS & ITS TYPES

Stress is the wear and tear our
minds and bodies experience as
we attempt to cope with our
continually changing
environment
TYPES OF STRESS
External
Internal

STRESS FEELINGS
Worry
Tense
Tired
Frightened
Elated
Depressed
Anxious
Anger

EXTERNAL STRESSORS
Physical

Environment
Social Interaction
Organisational
Major Life Events
Daily Hassles

PHYSICAL ENVIRONMENT
Noise
Bright

Lights

Heat
Confined

Spaces

SOCIAL INTERACTION
Rudeness
Bossiness
Aggressiveness
Bullying

by others

ORGANISATIONAL
Rules
Regulations
Red

- Tape
Deadlines

MAJOR LIFE EVENTS

Birth
Death
Lost

job
Promotion
Marital status change

DAILY HASSLES
Commuting
Misplaced

keys
Mechanical breakdowns

INTERNAL STRESSORS
Lifestyle

choices
Negative self - talk
Mind traps
Personality traits

LIFESTYLE CHOICES
Caffeine
Lack

of sleep
Overloaded schedule

NEGATIVE SELF - TALK

Pessimistic

thinking
Self criticism
Over analysing

MIND TRAPS
Unrealistic

expectations
Taking things personally
All or nothing thinking
Exaggeration
Rigid thinking

PERSONALITY TRAITS
Perfectionists
Workaholics

FOUND YOURSELF IN SIMILAR

SITUATIONS?
7/3/16

13

KINDS OF STRESS
NEGATIVE STRESS

It is a contributory factor in
minor conditions, such as
headaches, digestive problems,
skin complaints, insomnia and
ulcers.
Excessive, prolonged and
unrelieved stress can have a
harmful effect on mental,
physical and spiritual health.

POSITIVE STRESS
Stress can also have a positive
effect, spurring motivation and
awareness, providing the
stimulation to cope with
challenging situations.
Stress also provides the sense of
urgency and alertness needed for
survival when confronting
threatening situations.

THE INDIVIDUAL
Everyone is different, with
unique perceptions of, and
reactions to, events. There is no
single level of stress that is
optimal for all people. Some are
more sensitive owing to
experiences in childhood, the
influence of teachers, parents
and religion etc.

SYMPTOMS OF STRESS
Physical

symptoms
Mental symptoms
Behavioural symptoms
Emotional symptoms

PHYSICAL SYMPTOMS
Sleep

pattern
changes
Fatigue
Digestion
changes
Loss of sexual
drive
Headaches
Aches and pains
Infections
Indigestion

Dizziness
Fainting
Sweating

&

trembling
Tingling hands &
feet
Breathlessness
Palpitations
Missed
heartbeats

MENTAL SYMPTOMS
Lack

of concentration
Memory lapses
Difficulty in making decisions
Confusion
Disorientation
Panic attacks

BEHAVIOURAL SYMPTOMS
Appetite

changes - too much or too little

Eating disorders - anorexia, bulimia
Increased intake of alcohol & other drugs
Increased smoking
Restlessness
Fidgeting
Nail biting
Hypochondria

EMOTIONAL SYMPTOMS
Bouts

of depression
Impatience
Fits of rage
Tearfulness
Deterioration of personal hygiene
and appearance

STRESS RELATED ILLNESSES

Stress is not the same as illhealth, but has been related to
such illnesses as;
Cardiovascular

disease
Immune system disease
Asthma
Diabetes

EFFECT OF STRESS ON HEALTH

Digestive

disorders

Ulcers
Skin

complaints - psoriasis
Headaches and migraines
Pre-menstrual syndrome
Depression

FACTORS INFLUENCING WORK

STRESS
The

drive for
success
Changing work
patterns
Working
conditions
Overwork
Under-work

Uncertainty
Conflict
Responsibility
Relationships

at

work
Change at work

CHANGING WORK PATTERNS

Many people feel lucky to have
a job.
Unemployment, redundancy,
shorter working weeks, new
technology affect emotional and
physical security. No more jobs
for life, more short - term
contracts.
Financial and emotional burnout

WORKING CONDITIONS
Physical and mental health is
adversely affected by unpleasant
working conditions, such as high
noise levels, lighting, temperature
and unsocial or excessive hours.

OVERWORK
Stress may occur through an
inability to cope with the
technical or intellectual demands
of a particular task.
Circumstances such as long
hours, unrealistic deadlines and
frequent interruptions will
compound this.

UNDERWORK

This may arise from boredom

because there is not enough to do,
or because a job is dull and
repetitive.

UNCERTAINTY

About the individuals work role objectives, responsibilities, and

expectations, and a lack of
communication and feedback can
result in confusion, helplessness,
and stress.

CONFLICT
Stress can arise from work the
individual does not want to do or
that conflicts with their personal,
social and family values.

RESPONSIBILITY

The greater the level of

responsibility the greater the
potential level of stress.

RELATIONSHIPS AT WORK

Good relationships with

colleagues are crucial. Open
discussion is essential to
encourage positive relationships.

CHANGES AT WORK
Changes that alter psychological,
physiological and behavioural
routines such as promotion,
retirement and redundancy are
particularly stressful.

External Stresses Organisational

Company take over
Reductions / layoffs
Major reorganisation
Company sale / relocation
Employee benefit cuts
Mandatory overtime
required
Little input into decisions
Mistake consequences
severe
Workloads vary
Fast paced work

React to changes
Advancement difficult
Red tape delays jobs
Insufficient resources
Pay below going rate
Technology changes
Employee benefits
poor
Workplace conditions
Consistent poor
performance

RECOGNISE THE PROBLEM

The most important point is to
recognise the source of the
negative stress.
This is not an admission of
weakness or inability to cope! It
is a way to identify the problem
and plan measures to overcome
it.

7/3/16

16

STRESS CONTROL
ABC STRATEGY

A = AWARENESS

What causes you stress?

How do you react?

ABC STRATEGY
B = BALANCE
There is a fine line between
positive / negative stress
How much can you cope with
before it becomes negative ?

ABC STRATEGY

C = CONTROL
What can you do to help yourself
combat the negative effects of
stress ?

7/3/16

16

Change your Thinking

Re-framing
Re-framing is a technique to
change the way you look at
things in order to feel better
about them. There are many
ways to interpret the same
situation so pick the one you like.
Re-framing does not change the
external reality, but helps you
view things in a different light
and less stressfully.

Change your Thinking

Positive Thinking
Forget powerlessness, dejection,
despair, failure.
Stress leaves us vulnerable to
negative suggestion so focus on
positives;
Focus on your strengths
Learn from the stress you are
under
Look for opportunities
Seek out the positive - make a

Change your Behaviour

Be

assertive
Get organised
Ventilation
Humour
Diversion and distraction

Be Assertive
Assertiveness helps to manage
stressful situations, and will , in
time, help to reduce their
frequency. Lack of assertiveness
often shows low self - esteem and
low self - confidence. The key to
assertiveness is verbal and non verbal communication. Extending
our range of communication skills
will improve our assertiveness.

Equality and Basic Rights

1) The right to express my feelings
2) The right to express opinions /
beliefs
3) The right to say Yes/No for
yourself
4) Right to change your mind
5) Right to say I dont understand
6) Right to be yourself, not acting
for the benefit of others

Being Assertive

Being assertive involves standing

up for your personal rights and
expressing your thoughts,
feelings and beliefs directly,
honestly and spontaneously in
ways that dont infringe the
rights of others.

Assertive People
Respect

themselves and others

Take responsibility for actions
and choices
Ask openly for what they want
Disappointed if want denied
Self - confidence remains intact
Not reliant on the approval of
others

Assertive Skills
Establish

good eye contact /

dont stare
Stand or sit comfortably - dont
fidget
Talk in a firm, steady voice
Use body language
I think / I feel
What do you think? How do you
feel ?
Concise and to the point

Benefits
Higher

self-esteem
Less self-conscious
Less anxious
Manage stress more successfully
Appreciate yourself and others
more easily
Feeling of self-control

Get Organised
Poor organisation is one of the
most common causes of stress.
Structured approaches offer
security against out of the blue
problems. Prioritising objectives,
duties and activities makes them
manageable and achievable.
Dont overload your mind.
Organisation will help avoid
personal and professional chaos.

Time Management
Make

a list
What MUST be done
What SHOULD be done
What would you LIKE to do
Cut out time wasting
Learn to drop unimportant activities
Say no or delegate
PROPER VENTILATION FACILITY

Humour
Good

stress - reducer
Applies at home and work
Relieves muscular tension
Improves breathing
Pumps endorphins into the
bloodstream - the bodys natural
painkillers

Diversion and Distraction

Take

time out
Get away from things that bother
you
Doesnt solve the problem
Reduce stress level
Calm down
Think logically

Change Your Lifestyle

Diet
Smoking

& Alcohol

Exercise
Sleep
Leisure
Relaxation