12-1

Chapter Twelve

Stress and Conflict

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 12-2

Learning Objectives
• Define the meaning of stress
• Identify the extraorganizational, organizational, and
group stressors
• Examine individual dispositions of stress
• Describe intraindividual and interactive conflict
• Discuss the effects of stress and conflict
• Present strategies for coping/managing stress and
negotiation skills for conflict resolution

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 Categories of Stressors Affecting Occupational Stress 12-3

Extraorganizational
Stressors
Organizational Stressors
Group Stressors
Individual
Stressors

JOB
STRESS

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 12-4
Macrolevel Organizational Stressors
ADMINISTRATIVE POLICIES
ORGANIZATIONAL PROCESSES
AND STRATEGIES
Tight controls
Downsizing
Only downward communication
Competitive pressures
Little performance feedback
Merit pay plans
Centralized decision making
Rotating work shifts
Lack of participation in decisions
Bureaucratic rules
Punitive appraisal systems
Advanced technology

JOB
STRESS
WORKING CONDITIONS
ORGANIZATIONAL STRUCTURE
Crowded work area
AND DESIGN
Noise, heat, or cold
Centralization and formalization
Polluted air
Line-staff conflicts
Strong odor
Specialization
Unsafe, dangerous conditions
Role ambiguity and conflict
Poor lighting
No opportunity for promotion
Physical or mental strain
Restrictive, untrusting culture
Toxic chemicals or radiation
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 12-5
Profiles Of Type A And Type B Personalities
Type A Profile Type B Profile
Is always moving Is not concerned about time
Walks rapidly Is patient
Eats rapidly Doesn’t brag
Talks rapidly Plays for fun, not to win
Is impatient Relaxes without guilt
Does two things at once Has not pressing deadlines
Can’t cope with leisure time Is mild-mannered
Is obsessed with numbers Is never in a hurry
Measures success by quantity
Is aggressive
Is competitive
Constantly feels under time
pressure

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 12-6
Level Of Conflict In Organizational Behavior
Macro
Organizational

Intergroup

Interpersonal

Intra-
individual

Micro
CONFLICT
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.
 12-7
A Model Of Frustration

Need Drive Goal/

(deficiency) (deficiency incentive
with direction) (reduction of
the drives and
Barrier
fulfillment of
(1) Overt
deficiencies)
(2) Covert
Frustratio
n

Defense mechanisms
(1) Aggression
(2) Withdrawal
(3) Fixation
(4) Compromise

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 12-8
Sources Of Interpersonal Conflict

Personal Information
differences deficiency

Interpersonal
Conflict

Role Environmental
incompatibility stress

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 12-9
Antecedent Conditions For Intergroup Conflict

Competition Task
for resources interdependence

Intergroup
Conflict

Jurisdictional Status
ambiguity struggles

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 12-10
Ways To Manage Prolonged Stress

Exercise Relaxation

Individual
Coping
Strategies Behavioral
Networking
self-control

Cognitive
therapy

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.

 12-11
Contemporary Negotiation Techniques
Low-Risk Techniques High-Risk Techniques
Flattery Unexpected temper losses
Addressing the easy point first High-bailing
Silence Boulewarism (“take it or leave
it”)
Inflated opening position
Waiting until the last moment
“Oh, poor me”

McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.