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…”
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 drive
 Basic Motivation Model

Goal Ability

Needs
Perform Reward
and Tension Effort
ance s
Drives

Needs Satisfaction
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 innefficiencies
Three Patterns of Motivation
 Achievement Motivation

 Affiliation Motivation

 Power 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
Behavior Outcome
needs

Needs Satisfaction
Abraham Maslow‟s 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 Alderfer‟s ERG Model
1. Existence: Physiological and safety
needs
2. Relatedness: Social and external
esteem needs
3. Growth: Self-actualization and
internal esteem needs
 Frederick Herzberg‟s Motivation-Hygiene
Theory
(Two Factor Theory)
Need to Avoid Pain
Need for Achievement
Hygiene Factors
Motivational Factors
•Job Context
•Job Content
•Extrinsic Factors
•Intrinsic Factors
•Dissatisfies
•Satisfies
Examples
Examples
Company policy
Achievement
Quality of supervision
Recognition
Relations with
Work itself
supervisors, peers, &
Responsibility
subordinates
Advancement
Pay, job security, status
Growth
Work conditions
Behavior Modification
1. Positive Reinforcement
2. Negative Reinforcement
3. Punishment
4. Extinction

Reinforcement Guidelines
1. Specify behavior to be reinforced.
2. Reinforce specified behavior at once.
3. Reward small achievements as well.
4. Provide material as well as nonmaterial
incentives.
5. Offer small rewards
6. 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
1. Formal Group
2. Informal Group
Basis of Informal Formal
Comparison Organization Organization
General Nature Unofficial Official

Major Concepts Power and Politics Authority and

Responsibility
Primary Focus Person Position

Source of Leader Given by Group Delegated by

Power Management
Guidelines for Norms Rules
Behavior
Sources of Control Sanctions Rewards and
Penalties
Group Formation

Formal Informal
Group Group

Informal Formal
Group 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 manager‟s abilities Rejects and harasses some
employees
Gives satisfaction and stability to Weakens motivation and
work groups satisfaction
Improves communication Operates outside of management‟s
control
Provides a safety value for Supports conformity
employee emotions
Encourages managers to plan and Develop role conflicts
act more carefully
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
group’s existence?
Goals!
Management and Culture
Management and Culture
 Describes the
psychology, attitudes, experiences, bel
iefs 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 company’s 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 organization’s
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,
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 particular expertise and clientele to the firm.
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

Take note:
“…conflict requires energy…”

“…It takes human EFFORT to escalate

or de-
escalate 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  Internal Forces
◦ Market Place ◦ Changes in Organizational
◦ Govt. Laws and Strategies
Regulations ◦ Workforce change
◦ Technology ◦ New Equipment
◦ Labor market ◦ Employee Attitude
◦ Economic Change
Change Model and the Change
Cycle
 Lewin’s Three Step model
 The Change Cycle
Lewin’s 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 world-class
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.
Lewin’s 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 flexible. You
have insight into the ramifications, consequences and rewards of the change --
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!
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-the-job 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-at-ease
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

Learning, Acceptance
Comfort and & Commitment
1 4
control

Create a felt Stabilize and

need of Sustain the
Looking change change Looking
Back Forward
2 3
Introduce Revise and
the finalize the
Fear,Anger and change change plan
Enquiry, Experiment
Resistance ation and Discovery

Chaos
MAKING CHANGE
HAPPEN
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, régu
lations, values, needs, desires, etc.
As a tool for managing change, Force Field
Analysis helps identify those factors that
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?

7/4/2010 87
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 by others
 Bullying
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?

7/4/2010 102
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  Dizziness

changes  Fainting
 Fatigue  Sweating &
 Digestion changes trembling
 Loss of sexual  Tingling hands &
drive feet
 Headaches  Breathlessness
 Aches and pains  Palpitations
 Infections  Missed heartbeats
 Indigestion
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 ill-

health, 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  Uncertainty

success  Conflict
 Changing work  Responsibility
patterns  Relationships at
 Working conditions work
 Overwork  Change at work
 Under-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 is
increasing among all levels.
 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.
7/4/2010 125
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 ?
7/4/2010 129
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, fail
ure.
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 don‟t 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 don‟t
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 / don‟t

stare
 Stand or sit comfortably - don‟t 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.
Don‟t 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 body‟s natural
painkillers
Diversion and Distraction

 Take time out

 Get away from things that bother you
 Doesn‟t solve the problem
 Reduce stress level
 Calm down
 Think logically
Change Your Lifestyle
 Diet
 Smoking & Alcohol
 Exercise
 Sleep
 Leisure
 Relaxation