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files (3)chapter4business.docx
griffin_OB_11e_PPT_Ch07.pdf
- griffin_OB_11e_PPT_Ch08.pdf
chapter4business.docx
Article can be selected from any periodical. It is very important to follow the format provided by the instructor. The article selected must be about a Sales Topic . The article cannot be over 180 days old from the date of the brief. The brief must be typed, only one page, please provide the URL under the name of the publication in heading 3). You are to use Times New Roman and 12 font. The brief is to be one full page in length and single spaced. The purpose of the executive brief assignment is to have students read about a sales management topic, and then develop a brief about the information gained from the article. It is not an exercise in one's ability to copy, but rather one's ability to read about a subject, then put the information into one's own words in the form of an executive brief. DO NOT COPY AND PASTE. If you copy and paste your assignment, you will be given a zero for the assignment. Example is attached to this syllabus. Grading criteria will be: 35 points for content, 10 points for format and 5 points for grammar. The Executive Briefs are worth 50 points each for a total of 200 points. (4 x 50 = 200).
How does the role of information in the rational model of decision making differ from the role of information in the behavioral model?
Do you agree that a certain degree of stress is necessary to induce high energy and motivation? (discussion Forum)
griffin_OB_11e_PPT_Ch07.pdf
1. Define and describe the nature of stress.
2. Identify basic individual differences related to stress.
3. Identify and describe common causes of stress.
4. Discuss the central consequences of stress.
5. Describe various ways that stress can be managed.
6. Discuss work-life linkages and their relation to stress.
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Learning Objectives After studying this chapter you should be able to:
7–3
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Nature of Stress
• Stress Defined
–A person’s adaptive response to a stimulus that
places excessive psychological or physical demands
on that person
• The Stress Process (Selye)
–General Adaptation Syndrome (GAS)
• Identifies three stages of response to a stressor: alarm,
resistance, exhaustion
• Sources of stress:
–Eustress: pleasurable stress accompanying positive events
–Distress: unpleasant stress accompanying negative events
7–4 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 7.1 The General Adaptation Syndrome
7–5
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Individual Differences and Stress
• Type A Personality Profile
–Extremely competitive, highly committed to work, have
a strong sense of time urgency
• Type B Personality Profile
–Less competitive, less committed to work, have a
weaker sense of time urgency
• Hardiness
–A person’s ability to cope with stress
• Optimism
–The extent to which a person sees life in relatively
positive or negative terms
7–6
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Causes and Consequences of Stress
• Most Common Causes of Stress
–Organizational stressors
–Life stressors
• Most Common Consequences of Stress
–Individual consequences
–Organizational consequences
–Burnout
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 7.2
Causes and
Consequences
of Stress
7–8
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Stressors: The Workplace
• Workplace Stress Factors
–Task Demands
• Associated with the specific job a person performs
–Physical Demands
• Associated with the job’s physical setting and requirements
–Role Demands
• Associated with the expected behaviors of a particular
position in a group or organization
–Interpersonal Demands
• Group pressures, leadership, personality conflicts
7–9
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Organizational Stressors: Role Demands
• Role
–A set of expected behaviors associated with a
particular position in a group or organization.
• Role Stress
–Role ambiguity due to unclear roles
–Role conflict due to:
• Interrole conflict
• Intrarole conflict
• Intersender conflict
–Role overload due to role expectations exceeding an
individual’s capabilities
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Table 7.1 Most and Least Stressful Jobs
Top Most Stressful Jobs Top Least Stressful Jobs
1. Surgeon 1. Actuary
2. Commercial airline pilot 2. Dietitian
3. Photojournalist 3. Computer systems analyst
4. Advertising account executive 4. Statistician
5. Real estate agent 5. Astronomer
6. Physician (general practice) 6. Mathematician
7. Reporter (newspaper) 7. Historian
8. Physician Assistant 8. Software engineer
7–11 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 7.3 Workload, Stress, and Performance
7–12
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
External Causes of Stress
• Life Stressors
–Events that take place outside the organization
• Life change
–Any meaningful change in a person’s personal or work situation
• Life trauma
–Any upheaval in an individual’s life that alters his or her attitudes, emotions or behaviors
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Table 7.2 Life Changes and Life Change Units
7–14
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Consequences of Stress
• Individual
Consequences
–Behavioral
–Psychological
–Medical
• Organizational
Consequences
–Performance
–Withdrawal
–Attitudes
–Burnout
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 7.4 Individual and Organizational Coping Strategies
7–16
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Stress in the Workplace:
Individual Coping Strategies
Exercise
Time
Management
Role
Management
Support
Groups
Relaxation
7–17
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Stress in the Workplace (cont’d)
• Organizational Coping Strategies
–Institutional Programs
• Design of jobs and work schedules
• Fostering a healthy work culture
• Supervision
–Collateral Programs
• Organizational programs specifically created to help
employees deal with stress
– Stress management, health promotion, employee fitness programs, career development
7–18
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Work-Life Linkages
• Fundamental Work-Life Relationships
–Interrelationships between a person’s work life and
personal life
• Balancing Work-Life Linkages
–Importance of long-term versus
short-term perspectives
–Significance of evaluating tradeoffs between values
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permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
• After reading the chapter:
–Which stressors are typical of college students?
–Which of these sources of stress are bad for students?
Which are beneficial?
–Are student personality profiles different from
nonstudents? More Type A’s or Type B’s?
–What could your school do to help scholastically weak
students develop the hardiness to stay in school?
Organizational Behavior in Action
