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
towards an action.
 Basic Motivation Model

Goal Ability

Needs
Performa
and Tension Effort Rewards
nce
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 needs Behavior Outcome

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 supervisors, Work itself
peers, & subordinates Responsibility
Pay, job security, status Advancement
Work conditions Growth
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 work Weakens motivation and satisfaction

groups
Improves communication Operates outside of management’s
control
Provides a safety value for employee Supports conformity
emotions
Encourages managers to plan and act Develop role conflicts
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, 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 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 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 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 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 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 Regulations Strategies
◦ Technology ◦ Workforce change
◦ Labor market ◦ New Equipment
◦ Economic Change ◦ Employee Attitude
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 -- past, present, and future.
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-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,
Resistance Experimentation
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,
régulations, values, needs, desires, etc.
As a tool for managing change, Force Field Analysis
helps identify those factors that must be addressed
and monitored if change is to be successful.
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?

7/11/2018 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?

7/11/2018 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 & trembling
 Digestion changes  Tingling hands & feet
 Loss of sexual drive  Breathlessness
 Headaches  Palpitations
 Aches and pains  Missed heartbeats
 Infections
 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 success  Uncertainty

 Changing work  Conflict
patterns  Responsibility
 Working conditions  Relationships at
 Overwork work
 Under-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 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 React to changes
Reductions / layoffs Advancement difficult
Major reorganisation Red tape delays jobs
Company sale / relocation Insufficient resources
Employee benefit cuts
Pay below going rate
Mandatory overtime required
Technology changes
Little input into decisions
Employee benefits poor
Mistake consequences severe
Workplace conditions
Workloads vary
Fast paced work
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.
7/11/2018 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 ?
7/11/2018 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,
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.
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