Chapter 7: Stress And Well-Being -Aggressive -Less Aggressive

Stress- Feeling of tension when a person perceives a situation -Impatient -Patient

exceeds their ability to cope. Self-Esteem
Job Stress- Feeling that one’s capabilities, resources, or needs do High Self-Esteem Low Self-Esteem
not match the demands or requirements of the job. -Greater well-being -Withdrawn
Stress Types -More resistant to stressors -Procrastinate
Acute Chronic -Engage in positive coping -Less resistant to effects of
-Short-term -Long-term behaviors stressors
-Reaction to an immediate -Reaction to an ongoing -Engage in negative coping
threat situation behaviours
ACUTE STRESS CHRONIC STRESS High Hardiness
-Alertness and Excitement -Loss of Sex Drive  Internal commitment to activities
-Increase in Energy -High Blood Pressure  Internal locus of control
-Uneasiness and Worry -Diabetes  Seek challenge
-Feelings of Sadness -Lowered Resistance  Less negative reactions to stress
-Loss of Appetite -Eating Disturbances Gender
-Immune System Suppression -Depression  Women
-Increased Metabolism -Anxiety and Panic Attacks  Seek more ‘emotional’ social support
Eustress Dystress  Seek more ‘instrumental’ social support
-Positive stress -Negative stress  Engage in more positive self-talk
-Energizing -Physiological problems  Exhibit rumination
-Motivating -Psychological problems  Experience more stress in the workplace
-Improves performance Individual Consequences of Stress
Signs of Dystress Psychological Behavioral Physiological
 Feel irritable -Anxiety -Excessive smoking -High blood pressure
 Sleeping difficulties -Depression -Substance abuse - Muscle tension
 Joyless life -Low self-esteem -Accident proneness - Headaches
 Disturbed appetite -Sleeplessness -Appetite disorders - Ulcers, skin diseases
 Relationship problems -Frustration -Violence - Impaired immune
Two Models of Workplace Stress systems
Demand-Control Effort-Reward Imbalance -Family problems - Musculoskeletal
-Workplace demands faced -Effort required disorders
-Control exerted in meeting -Rewards received as a result of -Burnout - Heart disease
demands effort - Cancer
Individual Stress Management
Exercise-Proper Diet-Social-Support Networks-Relaxation
Techniques
Organizational Stress Management
 Increase individuals’ autonomy and control
 Ensure individuals are compensated properly
 Maintain job demands/requirements at healthy levels
Stressors  Ensure associates have adequate skills to keep up-to-
-Role Conflict -Working conditions date with technical changes in the workplace
-Role Ambiguity -Management Style  Increase associate involvement in important decision
-Work Overload -Monitoring making
-Occupation -Job Insecurity  Improve physical working conditions
-Resource Inadequacy -Incivility  Provide job security and career development
Individual Influences on Stress  Provide healthy work schedules
-Gender -Personality  Improve communication to avoid uncertainty and
-Hardiness -Self-esteem ambiguity
Personality Types Chapter 8: Leadership
Type A Type B Leadership- Process of providing direction and influencing
-Competitive -Less Competitive individuals or groups to achieve goals.
 Trait Theory of Leadership- Leaders possess certain traits or Fiedler’s Contingency Theory of Leadership Effectiveness
characteristics and take action toward strong leadership.
Important Leadership Traits
 Drive
 Leadership Motivation
 Integrity
 Self-Confidence
 Cognitive Ability
 Knowledge of the Domain
 Openness to new experiences
 Extraversion Contingency Theories of Leadership (Path-Goal Theory)
Behavioral Theories of Leadership - Leader effectiveness depends on the degree to which the
(University of Michigan Studies) l1eader enhances employee performance expectancies and
 Job-Centered valances.
 Emphasizes tasks and methods to accomplish them Expectancies
 Supervises employees closely  Perceived probability of goal attainment
 Behaves punitively o Support employees efforts
 Employee-Centered o Provide opportunities to gain confidence
 Emphasizes personal needs and interpersonal  encouragement
relationships  training
 Delegates decision making authority  technical support
 Provides supportive environment Valances
Behavioral Theories of Leadership  Value or attractiveness of goal attainment
(Ohio State University Studies) o Assign tasks have high value
Consideration o Tie rewards to goal accomplishment
 Express friendship  pay raise
 Develop mutual trust and respect  recognition
 Build strong interpersonal relationships  promotion
 Offer support Leader Behavior (Path-Goal Theory)
 Allow employee’s to participate in decision making
Initiating Structure
 Establish well-defined patterns of organization and
communication
 Define procedures
 Delineate their relationships with subordinates
 Emphasize goals and deadlines
 Identify performance expectations

Situational Factors
Subordinates Characteristics Work Environment
-Needs -Task Structure
-Locus of Control -Interpersonal Relationships
-Experience -Role Conflict
-Ability -Role Clarity
Contingency Theories of Leadership (Fiedler’s Theory) Interaction of Leader Behavior and Situation
- Leader effectiveness depends on a leader’s style and
characteristics of the situation.
Leader Style Situational Characteristics
-Relationship oriented -Leader-member relations
-Task oriented -Task structure
-Position power

Transactional Leadership
 Create a desirable work environment
 Clarify links between performance and rewards -
Contingent Reward Behavior
 Reward performance - Contingent Reward Behavior
 Respond to interests of those who meet standards -
Management-by-Exception
Transformational Leadership Characteristics
• Charisma
• Inspire emotion and passion
• Get followers to identify with the leader
• Display confidence
• Communicate and live up to organizational
values
• Optimistic and enthusiastic
• Intellectual Stimulation
• Increase focus on problems and develop new
ways to solve them
• Reexamine assumptions
• Seek out different views
• Work to be innovative
• Individual Consideration
• Support and develop self-confidence and a
desire to improve performance
• Provide individualized attention
• Focus on strengths
• Act as teachers and coaches
The Effects
Laissez-faire Leadership
 Not proactive
 React only to failure or chronic problems
 Avoid making decisions
 Often absent or uninvolved
Leader-Member Exchange- Leaders developing more positive
relationships with some individuals and having more positive
exchanges with those individuals.
Servant Leadership- Focus on serving others.
Gender Effects on Leadership
 Structural-Cultural Model
 Women develop leadership styles different than
men because of;
 lack of power
 lack of respect
 Stereotypes
 Socialization Model
 All leadership styles in an organization are the
same.
Global Differences
 Anglo cluster (ideal leader)
 Charismatic influence and inspiration
 Encourage participation
 Diplomatic
 Delegate authority
 Allow everyone to have their say
 Arabic cluster (ideal leader)
 Need to balance paradoxical set of expectations
 not to differentiate themselves
 modest styles
 charismatic and powerful
 direct most decisions and actions
 Germanic cluster (ideal leader)
 Charismatic
 Highly team-oriented
 Participative
 Southern Asia cluster (ideal leader)
 Humane
 Participative
 Charismatic
 Expected to be benevolent while maintaining a
strong position of authority
Chapter 9: Communication
Communication- Sharing information between two or more
people to achieve a common understanding.
Communication Networks
Centralized
 all communications pass through a central point or
points
  one or a few members of the network control most of • Network Breakdowns
the information exchanges • Specialty Area Jargon
Decentralized • Information Distortion
• Cross-cultural Barriers
 no single member of the network dominates information
Individual Barriers
exchanges
Differing Perceptions Self-Interest
Semantic Differences Personal Space
Status Differences Poor Listening
Overcoming Communication Barriers
 Conduct Communication Audit
 analyze internal and external communication
 assess communication practices and capabilities
 determine needs

Organizational Communication:
● Downward
Collect,
● Upward Planning
Meeting
Interview
Inventory,
Interview Measure Communicate
Management Analyze Associates Attitudes Results
● Horizontal
Interpersonal Communication- Direct verbal or nonverbal
interaction between two or more active participants.
Types of Interpersonal
Formal
 Improve Communication Climates
 Follows the formal organizational structure
 Perceptions regarding quality of communication
 Communicates organizationally sanctioned information
 Encourage Individual Actions
Informal
 know your audience
 Spontaneous interaction between two or more people
 select appropriate communication medium
outside the formal structure
 regulate information flow and timing
 Rumors
 encourage feedback
 Gossip
 listen actively
Steps to Effective Listening
• Stop Talking
• Pay Attention
• Listen Empathetically
• Hear Before Evaluating
• Listen to the Whole Message
• Send Feedback

Communication Technologies
 World wide web
 Private intranets
 Virtual private networks
 Web based conferencing
 Cell phones
 Multi-featured mobile communication devices
Nonverbal Communication- Takes place without using spoken or
written language... through facial expressions and body
language.
Organizational Barriers
Effective Communication
• Information Overload
• Noise
• Time Pressures