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Chapter Eleven
Managing Individual
Differences &
Behavior
Formal and Informal Aspects of an Organization
Formal
The
Organization
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Behavior

Organizational behavior: which is dedicated to better understanding and management of people at
work.

Looks at:

Individual behavior

Group behavior
Values & Attitudes
•
Values: are abstract ideas that guide one’s thinking and behavior across all situations.
•
Attitudes: learned predispositions toward given objects.
When Attitudes & Reality Collide: Cognitive Dissonance

Cognitive Dissonance: the psychological discomfort a person experiences between his or her
cognitive attitude and incompatible behavior.
Work Related Attitudes: Job Satisfaction, Involvement, & Organizational Commitment

Job Satisfaction: is the extent to which you feel positively or negatively about various aspects of
your job.

Job Involvement: is the extent to which you identify or are personally involved with your job.

Organizational Commitment: reflects the extent to which an employee identifies with an
organization and is committed to its goals.
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
The Big Five Personality Dimensions

Extroversion

Agreeableness

Conscientiousness

Emotional stability

Openness to experience
Four Important Traits in Organizations

Locus of Control: indicates how much people believe they control their fate through their own
efforts.

Self-efficacy: belief in one’s personal ability to do a task.

Self-Esteem: the extent to which people like or dislike themselves.

Self-Monitoring: the extent to which people are able to observe their own behavior and adapt it to
external situations.

The Four Steps in the Perceptual Process
Selective
Attention
McGraw-Hill/Irwin
Interpretation
&
Evaluation
Storing in
Memory
Retrieving
From Memory
To Make
Judgments &
Decisions
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Three Distortions in Perception
1)
Selective perception: “I don’t want to hear that.”
2)
Stereotyping: “those sorts of people are pretty much the same.”
3)
The halo effect: “one trait tells me all I need to know.”
The Self-Fulfilling Prophecy

Self-fulfilling prophecy: describes the phenomenon in which people’s expectations
of themselves or others leads them to behave in ways that make those
expectations come true.
Causal Attribution

Causal attribution: is the activity of inferring causes for observed behavior.
Attributional Tendencies

Fundamental attribution: people attribute another person’s behavior to his or her
personal characteristics rather than to situational factors.

Self-serving bias: people tend to take more personal responsibility for success
than for failure.
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
What is Stress?

Stress: is the tension people feel when they are facing or enduring extraordinary demands, constraints,
or opportunities and are uncertain about their ability to handle them effectively.
The Consequences of Stress
 Physiological signs
 Sweaty palms
 Restlessness
 Backaches
 Headaches
 Upset stomach
 Nausea
 Psychological signs
 Boredom
 Irritability
 Nervousness
 Anger
 Anxiety
 Hostility
 depression

Behavioral signs:
 Sleeplessness
 Changes in eating habits
 Increased smoking/alcohol/drug abuse
Reducing Stressors in the Organization
•
Create a supportive organizational climate
•
Make jobs interesting
•
Make career counseling available
Five Sources of Stress
Individual Task
Demands
Individual Role
Demands
Group
Demands
Stress!
Organizational
Demands
Non-work
Demands
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.