This document discusses stress management and organizational culture. It defines stress and job stress, and lists the main sources and causes of stress including environmental, organizational, and personal factors. Common physiological, psychological, and behavioral symptoms of stress are outlined. Methods for managing stress at the individual level through time management, exercise, relaxation, and social support are provided. Organizational approaches for managing stress through job and role design are also described. The document then defines organizational culture and how employees learn and help shape the culture through stories, rituals, symbols, and language. The process of establishing values, creating a vision, implementing them, and socializing employees is covered. Finally, organizational climate is defined and the major categories and factors that can influence
This document discusses stress management and organizational culture. It defines stress and job stress, and lists the main sources and causes of stress including environmental, organizational, and personal factors. Common physiological, psychological, and behavioral symptoms of stress are outlined. Methods for managing stress at the individual level through time management, exercise, relaxation, and social support are provided. Organizational approaches for managing stress through job and role design are also described. The document then defines organizational culture and how employees learn and help shape the culture through stories, rituals, symbols, and language. The process of establishing values, creating a vision, implementing them, and socializing employees is covered. Finally, organizational climate is defined and the major categories and factors that can influence
This document discusses stress management and organizational culture. It defines stress and job stress, and lists the main sources and causes of stress including environmental, organizational, and personal factors. Common physiological, psychological, and behavioral symptoms of stress are outlined. Methods for managing stress at the individual level through time management, exercise, relaxation, and social support are provided. Organizational approaches for managing stress through job and role design are also described. The document then defines organizational culture and how employees learn and help shape the culture through stories, rituals, symbols, and language. The process of establishing values, creating a vision, implementing them, and socializing employees is covered. Finally, organizational climate is defined and the major categories and factors that can influence
This document discusses stress management and organizational culture. It defines stress and job stress, and lists the main sources and causes of stress including environmental, organizational, and personal factors. Common physiological, psychological, and behavioral symptoms of stress are outlined. Methods for managing stress at the individual level through time management, exercise, relaxation, and social support are provided. Organizational approaches for managing stress through job and role design are also described. The document then defines organizational culture and how employees learn and help shape the culture through stories, rituals, symbols, and language. The process of establishing values, creating a vision, implementing them, and socializing employees is covered. Finally, organizational climate is defined and the major categories and factors that can influence
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STRESS MANAGEMENT
Stress is an adaptive response, mediated by individual characteristics and/or psychological processes, that is consequence of any external action, situation, or event that places special physical and /or psychological demands upon a person. JOB STRESS : Job stress is a condition arising from the interaction of people and their jobs and characterised by changes within people that force them to deviate from their normal functioning.
SOURCES OF STRESS OR CAUSES OF STRESS
ENVIRONMENTAL FACTORS: There are three main uncertainties. That is economic uncertainty, political uncertainty, technology changes. Economic Uncertainty-Changes in business cycle create economic uncertainty that people become anxious about job security. Political uncertainty-Political threats and changes. Technology changes-New innovation can make employees skills and experience become obsolesce in very short time period.
SOURCES OF STRESS OR CAUSES OF STRESS
ORGANISATIONAL FACTORS: Task Demands: It related to persons job include design of the individual job (task variety, degree of automation) working conditions. Physical work layout. For example cover crowded, room visible location, noise, interruption, increase anxiety, and stress. Role demand-Role conflict, role over load, unclear role. Interpersonal demand-Lack of social support from peer groups. Poor interpersonal relationship creates stress.
SOURCES OF STRESS OR CAUSES OF STRESS
PERSONAL FACTORS Family: Personal relationship, marital difficulties, breaking off of a relationship, discipline troubles with children. Economic- Financial problem in family and organisation make feel stress. Personality type A and introversion personality person are easy undergoing stress. Individual Differences: Perception laying of job security Experience- Voluntary retirement service, family commitments make stress. Social support- lack of mutual understanding and relationship are causes of stress. Personality- type A and introversion emotional people are highly feels stress.
CONSEQUENCE OF STRESS PHYSIOLOGICAL SYMPTOMS: Heart diseases, breathing rates, high BP, headache, heart attack. PSYCHOLOGICAL SYMPTOMS: Tension, anxiety, irritability, boredom. BEHAVIOURAL SYMPTOMS: Changes in productivity, absenteeism, turnover, eating habit, high smoking and drinking, rapid speech, sleep disorders.
1. Individual Approach
Manage Stress
Take personal responsibility for reduce stress level Strategies include Time Management: Scheduling activities according to priorities. Knowing daily cycle and handling most demand part it increases part of cycle. Be alert and productive. Making daily list of activity accomplished Prioritizing activities, importance, and urgency.
Techniques Physical exercise, relaxation training, expands social supports and network. PHYSICAL EXERCISE- Cycling, swimming, jogging, riding bicycle. RELAXATION TRAINING- Do meditation daily 15-20 minutes. Deep relaxation it keep your mind relax and also physically relaxed. EXPAND SOCIAL SUPPORT AND NETWORK-Keep good relationship with family members, peers group, neighbourhood.
ORGANISATIONAL APPROACH-Task and role demand can be controlled by management and it can be modify and change in organisation. Recruitment and personnel sections: Organisation doesnt give importance to experience candidate. Some candidates will be external locus of control. Goal setting: Get feedback from employees it will motivate to employees. Redesigning job: Make less dependence, more responsibility to employees, more meaningful work. It reduces employee stress related to managerial control and power.
Manage Stress
Organization Culture
What Is Organizational Culture?
Organizational culture is the set of shared values, beliefs, and norms that influences the way employees think, feel, and behave toward each other and toward people outside the organization.
Organizational culture can be considered as the shared assumptions people and groups learn to follow as they attempt to address opportunities and problems facing the organization.
Impact of culture of the employees
First, culture has a boundary-defining role: it creates distinctions between one organization and others. Second, it conveys a sense of identity for organization members. Third, culture facilitates commitment to something larger than individual self-interest. Fourth, it enhances the stability of the social system. Culture is the social glue that helps hold the organization together by providing standards for what employees should say and do. Finally, it is a sense-making and control mechanism that guides and shapes employees attitudes and behaviour. This last function is of particular interest to us.
Impact of culture of the employees
Culture Creates Climate: Organizational climate refers to the shared perceptions organizational members have about their organization and work environment. This aspect of culture is like team spirit at the organizational level. When everyone has the same general feelings about whats important or how well things are working, the effect of these attitudes will be more than the sum of the individual parts.
How employees learn culture.
Stories:- Learning org norms & values through stories include circulation of informal & oral narration of events about the organisation. Rituals:- Rituals repetitive sequence of activities that express & reinforce the key values of the organisation. What goal is most important who is important? Corporation rituals. Annual award meeting. This show act as a motivator by publicly recognising outstanding sales performance. In convey to sales persons that reaching their quote is important & that through hard work & encouragement they too can achieve success.
How employees learn culture.
Material symbols:- Various materials symbols used by org convey specific means high status people can be distribution the bases of various facilities provided to him equality. Language:- Many organisations & units within organisation use language as a way to identify members of a culture or sub culture by learning these language members at least to their acceptance of the culture & in so doing help to preserve it. It acts as common denominator that unties members of an organisational culture.
PROCESS OF CREATION OF ORGANISATIONAL CULTURE
Establishing values Creating vision Operationalising values and vision
Socialisation of employees
Establishing Values: Definition of values- value is define as what is right and what is wrong what is desirable and what is undesirable and so on. It depends upon the founders and other key personnels values. Bajaj auto limited is an example. He is Gandhi ideology. More opportunity in business he selected trading in auto parts. Values also determine how organisational activities will be carried out.
CREATING VISION: Vision represents imagination of future event and prepares the organisation for the same. Visionary companies hold distinct set of values. Vision derived from values. A good vision helps several ways to organisational members. It inspires them. It helps in the creation of a common identity and a shared sense of purpose. It creates competitiveness originality uniqueness. It fosters risk-taking and experimentation. It fosters long term thinking.
Operationalsing values & vision: These are not put into action. For putting values & vision in action, the organisation can unfertile full activities. Organisation prepares a written statement containing its value & vision & communicates these to organisation members through hand books. Special care should be takes while selecting an employees, that their values match organisational values. Reward system put enough provisions in the reward system.
Socialization of employees It means process that adopts employees to the organisation cultures. For that training programme where they learn ways of doing everything. From how to speak to superiors to proper grooming & dress. Company considered it is entered for transforming young employees fresh out of school into dedicated corporate warriors.
Organizational climate Organizational culture is concerned with beliefs where as the climate is concerned fulfillment of those beliefs. Climate is concerned with the perception of the employees towards the organization. Factors included in the climate are job descriptions , job evaluations, performance.
Prof Shashank M Hiremath
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Two major categories of Climate
(Overt factors) Visible parts of the climate are structure , technology, performance standards, objectives. (Covert factors) Invisible parts of the climate are employees feelings, attitudes, values sense of satisfaction with the job.
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Factors affecting organizational climate
Organizational context. Organizational structure. Process Physical environment. System values and norms.
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Factors affecting organizational climate
Organizational context. They are expressed in terms of rules, regulations and policies. Climate is said highly favorable when the existing management techniques are such that employees goals are perfectly matched to the ideals of organization.
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Factors affecting organizational climate
Organizational structure Highly decentralized structure results in sound climate. Management must have strong beliefs in participative management. This helps in greater degree of consistency in operations. . 23
Factors affecting organizational climate
Process Communication , decision making ,motivation, leadership form the part of process. Organization has to develop better process for better organizational climate. In all these processes, the relationship between superior and subordinate is important in creating the better climate. . 24
Factors affecting organizational climate
Physical Environment The size and location of the building including the city. Safe environment will undoubtedly have a favorable perception among the employees. Noise level , office dcor have impact on the job leading to organizational climate. . 25
Factors affecting organizational climate
System Values and Norms Treat employees with respect and understand them. Reward the best performing employee.
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Developing a sound organizational climate. 1. Linking rewards with performance. 2. Developing high standards of excellence in every operation and evaluations. 3. Encouragement for participative methods of decision making. 4. Encouragement for innovation and freedom to act upon ideas. . 27
Developing a sound organizational climate 5. Reduction of political environment. 6. Reduction of conflict among the employees. 7. Develop better social relationship among the employees.
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Changing the org culture
Predict the current culture set unique goals. Recruit personnel with previous experience so that they are able to interact well. Make changes from top to bottom so that consistent message is delivered. Include employees in this process of change when making changes in rules & policies. Stay the course of being persistent.
