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CHANGE AND STRESS

STRESS

 THE BODILY STRAIN THAT AN INDIVIDUAL EXPERIENCES AS A RESULT OF


COPING WITH SOME ENVIRONMENTAL FACTOR
 STRESS CONSTITUTES THE FACTORS AFFECTING WEAR AN TEAR ON THE
BODY
 IN ORGANIZATION, THIS WEAR AND TEAR IS CAUSED PRIMARILY BY THE
BODY’S UNCONSCIOUS MOBILIZATION OF ENERGY WHEN AN INDIVIDUAL
IS CONFRONTED WITH ORGANIZATIONAL OR WORK DEMANDS

THE IMPORTANT OF STUDYING STRESS

 STRESS CAN HAVE DAMAGING PSYCHOLOGIGAL AND PHYSIOLOGICAL


EFFECTS ON EMPLOYEES’ HEALTH AND ON THEIR CONTRIBUTATIONS TO
ORGANIZATIONAL EFFECTIVENESS IT CAN CAUSE HEART DISEASE, AND IT
CAN PREVENT EMPLOYEES FROM CONCENTRATING OR MAKING
DECISIONS, DECREASE PRODUCTIVITY IN THE WORKPLACE, AND
INCREASE PSYCHIATRIC SYMPTOMS
 STRESS IS A MAJOR CAUSE OF EMPLOYEE ABSENTEEISM AND TURNOVER,
SUCH FACTORS SEVERELY LIMIT THE POTENTIAL SUCCESS OF AN
ORGANIZATION
 A STRESSED EMPLOYEE CAN AFFECT THE SAFETY OF OTHER WORKERS OR
EVEN THE PUBLIC
 STRESS REPRESENT A SIGNIFICANT COST TO ORGANIZATIONS
- SPEND A GREAT DEAL OF MONEY TREATING STRESS-RELATED EMPLOYEE PROBLEMS
THROUGHT MEDICAL PROGRAMS.
- ABSORB EXPENSIVE LEGAL FEES WHEN HANDLING STRESS-RELATED LAWSUITS.
MANAGING STRESS IN ORGANIZATIONS

IN ORDER TO APPROPRIATELY MANAGE


STRESS IN ORGANIZATIONS MANAGERS MUST
UNDERSTAND :
 HOW STRESS INFLUENCES WORKER PERFORMANCE
 IDENTIFY WHERE UNHEALTHY STRESS EXIST IN ORGANIZATIONS
 HELP EMPLOYEES HANDLE STRESS

UNDERSTANDING HOW STRESS INFLUENCES WORKER PERFORMANCE

THE RELATIONSHIP BETWEEN WORKER STRESS AND THE LEVEL OF


WORKER’S PERFORMANCE

High

LEVEL OF
WORKER
PERFORMANCE

Low

Low moderate High

WORKER STRESS
 EXTREEMELY HIGH AND EXTREEMELY LOW LEVELS OF STRESS TEND TO
HAVE NEGATIVE EFFECTS ON PRODUCTIONS INCREASING STRESS TENDS
TO BOLSTER PERFORMANCE UP TO SOME POINT (POINT A IN THE FIGURE),
WHEN THE LEVEL OF STRESS INCREASES BEYOND THIS POINT,
PERFORMANCE WILL BEGIN TO DETERIORATE.
 A CERTAIN AMOUNT OF STRESS AMONG EMPLOYEES IS GENERALLY
CONSIDERED TO BE ADVANTAGEOUS FOR THE ORGANIZATION BECAUSE
IT TENDS TO INCREASE PRODUCTION WHEN EMPLOYEES EXPERIENCE TOO
MUCH OR TOO LITTLE STRESS, IT IS GENERALLY DISADVANTAGEOUS FOR
THE ORGANIZATION BECAUSE IT TENDS TO DECREASE PRODUCTION.

IDENTIFYING UNHEALTHY STRESS IN ORGANIZATIONS

MANAGERS CAN LEARN TO RECOGNIZE SEVERAL OBSERVABLE SYMPTOMS


OF UNDESIRABLY HIGH STRESS LEVELS. CONSTANT FATIGUE :

 LOW ENERGY
 MOODINESS
 INCREASED AGGRESSION
 EXESSIVE US ALCOHOL
 TEMPER OUTBURSTS
 COMPULSIVE EATING
 HIGH LEVELS OF ANXIETY
 CHRONUC WORRYING

HELPING EMPLOYEES HANDLE STRESS

A STRESSOR IS AN ENVIRONMENTAL DEMAND THAT CAUSES PEOPLE TO


FEEL STRESS, WHERE INDIVIDUALS ARE CONFRONTED BY SIRCUMSTANCE FOR
WHICH THEIR USUAL BEHAVIORS ARE INAPPROPRIATE OR INSUFIFICIENT AND
WHERE NEGATIVE CONSEQUENCES ARE ASSOCIATED WITH FAILURE TO DEAL
PROPERLY WITH THE SITUATION STRESS IS SELDOM SIGNIFICANTLY REDUCED
UNTILL THE STRESSORS CAUSING IT HAVE BEEN COPED WITH SATISFACTORILY
OR WITHDRAWN FROM THE ENVIRONMENT.
IF TOO MUCH ORGA EMPLOYEE NEEDS WILL HELP ORGANIZATIONAL CHANGE IS
CAUSING UNDESIRABLY HIGH LEVEL OF STRESS MANAGEMENT MAY BE ABLE
TO REDUCE THAT STRESS BY :

 IMPROVING ORGANIZATIONAL TRAINING THAT IS AIMED AT PREPARING


WORKERS TO DEAL WITH JOB DEMANDS RESULTING FROM THE CHANGE.
 REFRAINING FROM MAKING FURTHER CHANGES FOR A WHILE.

FOUR STRATEGIES TO HELP PREVENT THE INITIAL DEVELOPMENT OF


UNWANTED STRESSOR IN ORGANIZATION :

1. CREATE AN ORGANIZATIONAL CLIMATE THAT IS SUPPORTIVE OF


INDIVIDUALS. LARGE BUREAUCRACHIES WITH FORMAL, INFLEXIBLE,
IMPERSONAL CLIMATES LEADS TO CONSIDERABLE JOB STRESS. MAKING
THE ORGANIZATIONAL ENVIRONMENT LESS FORMAL AND MORE
SUPPORTIVE OF EMPLOYEE NEEDS WILL HELP PREVENT THE
DEVELOPMENT OF UNWANTED ORGANIZATIONAL STRESSORS.
2. THE IMPLEMENTATION OF STRESS MANAGEMENT COURSES, INVOLVED A
GROUP OF SESSION IN WHICH EDUCATIONAL MATERIALS ABOUT COPING
STRATEGIES AND STRESS PREVENTION WERE PRESENTED, AND TEACHING
EMPLOYEES ABOUT THE BENEFITS OF RELAXATION.
3. MAKE JOB INTERESTING.
ROUTINE JOBS OFTEN RESULT IN UNDESIRABLE STRESS. MAKING JOBS AS
INTERESTING AS POSSIBLE SHOULD HELP PREVENT THE DEVELOPMENT
OF STRESSORS RELATED TO ROUTINE, BORING JOBS.
4. DESIGN AND OPERATE CAREER COUNCELLING PROGRAMS. EMPLOYEES
OFTEN EXPERIENCE CONSIDERABLE STRESS WHEN THEY DO NOT KNOW
WHAT THEIR NEXT CAREER STEP MIGHT BE OR WHEN THEY MIGHT TAKE
IT. SHOWING EMPLOYEES THAT NEXT STEP AND WHEN IT CAN
REALISTICALLY BE ACHIEVE WILL DISCOURAGE UNWANTED
ORGANIZATIONAL STRESSORS IN THIS AREA.
CHANGE AND CONFLICT
CONFLICT IS DEFINED AS A STRUGGLE THAT RESULT FROM OPPOSING NEEDS OR
FEELINGS BETWEEN TWO OR MORE PEOPLE. IN ORGANIZATONAL CHANGE,
CONFLICT GENERALY RESULT FROM MANAGERS MAKING CHANGES THAT
THREATEN OTHERS OR CREATE COMPETING VIEWS BETWEEN OTHERS AND
MANAGERS CONCERNING. WHEN HOW, OR IF PARTICULAR ORGANIZATIONAL
CHANGE SHOULD BE MADE.

CONFLICT SOMETIMES RESULT IN POSITIVE IMPACT FOR THE ORGANIZATION :


MANAGERS MIGHT GET GOOD SUGGESTIONS FROM THE SUBORDINATES
REGARDING HOW TO IMPROVE THE PLANED CHANGE.

ON THE OTHER HAND, CONFLICT SOMETIMES RESULT IN NEGATIVE IMPACT ON


THE ORGANIZATIONS : THE CONFLICT JUST DISCUSSED MIGHT DESTROYS WORK
RELATIONSHIP BETWEEN MANAGERS AND SUBORDINATES FRUSTATING
EMPLOYEES MIGHT FIND WAYS TO SABOTAGE THE SUCCESS OF THE PLANNED
CHANGE.