Organizational behavior review sheet ch 7,8 & 10

Topics: Risk, Decision making, Decision theory Pages: 6 (1647 words) Published: May 10, 2014
Chapter 7
What is stress?
Stress- can be described as the unconscious preparation to fight or flee that a person experiences when faced with any demand
Stressor- a person or event that triggers the stress response
Distress or strain- the adverse psychological, physical, behavioral, and organizational consequences that may occur as a result of stressful events
Four approaches to stress
Fight or flight homeostatic medical approach- the adverse psychological, physical, behavioral, and organizational consequences that may occur as a result of stressful events
the person/environment Fit approach- the adverse psychological, physical, behavioral, and organizational consequences that may occur as a result of stressful events
The cognitive appraisal approach
Problem-focused coping-emphasizes managing the stressor
Emotion- focused coping- emphasizes managing your response
The psychoanalytic approach- Stress results from the discrepancy between the idealized self ego-ideal & the real self-image; the greater the discrepancy the more stress the person experiences
Ego-ideal- the embodiment of a person’s perfect self
Self-image- how the person really sees themselves both positively and negatively
Sources of work stress
Table 7.1 pg 109-
Role demands- include role ambiguity as well as role conflict
Role conflict results from inconsistent or incompatible expectations
Interrole conflict- opposing expectations related to two separate roles assume by the same individual such as employee & Parent
Intrarole conflict- opposing expectations related to a single role
Person – role conflicts- (think ethics) Its against my view but boss says
Role ambiguity- confusion a person experiences in relation to the expectations of others
Nonwork demands- impositions from the individuals personal life environment home and self imposed restrictions
Personal demands- the second major cause of nonwork demands
The consequences of stress
Yerkes-Dobson Law Table 7.1 pg 113
Individual distress
Emotional exhaustion
Organizational distress
Participation problems- a cost associated with absenteeism, tardiness, strikes and work stoppages, and turnover
Performance decrement- a cost resulting from poor quality or low quantity of production, grievances, and unscheduled machine downtime and repair
Compensation awards- an organizational cost resulting from court awards for job distress
Individual differences in the stress - strain relationship
Gender affects- know different vulnerabilities between men (heart health) and women (more nonfatal, but more long-term and disabling problems)
Type A behavior pattern: Competitiveness, Time urgency, Social Status Insecurity, Aggression, Hostility, Quest for achievements
Type B behavior is relatively free of A pattern
Personality hardiness
Personality hardiness- commitment, control, and challenge
Not Hardy – alienation, powerlessness, threat
Transformational coping- active process of modifying one's perception of an event in order to reduce stress
Self reliance
Self reliance- respond to stressful, threatening situations by reaching out to others appropriately
Counterdependence- an unhealthy, insecure pattern of behavior that leads to separation in relationships with other people
Over dependence- respond to stress by clinging to people
Preventive stress management- an organizational philosophy according to which people and organizations should take joint responsibility for promoting health and preventing distress and strain
Primary prevention- designed to reduce, modify, or eliminate the demand or stressor
Secondary prevention- alter or modify the individual’s or the organization’s response to a demand or stressor
Tertiary prevention- heal individual or organizational symptoms of distress and strain
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