Part 14 (1/2)
RECOGNIZING STRESS AT WORK
The word ”stress” is derived froht”
Some believe that stress can and should be defined subjectively (that is, what one says about how one feels); others consider that an objective definition is needed (perhaps physical measures of saliva, blood or heart rate) Solobal definition iscalled stress); while others emphasize that stress is multidimensional (it is made up of very different features) Also, it can be defined by the outside stimulus factors that cause it or rather how people respond to it That is, if a person does not experience an event or situation as stressful, can it really be called a stressor?
There are various models or theories that attempt to describe and understand stress The simplest perhaps is the deical and physical demands put on a person to behave in a particular way, and the control or decision latitude they then have in delivery High-demand, low-control situations are the worst Another way of describing this is challenge and support:Much support, little challenge: People in this role are in the fortunate position of having good technical and social support, but because they are under-challenged it probably means that they underperform They may actually be stressed by boredom and monotony Such employees are likely to appear listless or even depressed
Much support, et the ed by superiors, subordinates, shareholders and custoiven appropriate support to enable theory of workers should be and look the most happy and satisfied at work
Little support, e: This unfortunate, but very common, situation is a major cause of stress for any eed to work consistently hard but is offered only minimal emotional, informational (feedback) and physical (equipment) support This is the typical stress response that will be considered below
Little support, little challenge: People in some bureaucracies lead a quiet and unstressed life because they are neither challenged nor supported, which usually anization benefits
Stress is caused by a range of things peculiar to the make-up of the individual, such as their personality, ability and life history There are also specific features about the environanization), usually but not exclusively considered in ter Consequently, the combination of the two produces an assorted cluster of even more complex stress factors; that is, how individuals and their immediate social environment perceive, define but more importantly try to cope with stress, strain and pressure
The individual
First, there are the anxious worriers, more commonly known by the naative affectivity”, which is a mix of anxiety, irritability, neuroticism and self-deprecation They tend to be less productive, have less job satisfaction and be more prone to absenteeisory of e in their lives are a function of luck, chance, fate, God, powerful others or powers beyond their control, coly, they are much more stressed at work compared to those who believe it is in their power to influence the outcoh their behavior and/or ability, personality and effort
Competitive, frantic individuals with spirited drive and an enhanced sense of tiency also tend to experience more stress They erness to conition, a continuous involvement in deadline activities, a habitual propensity to accelerate mental and physical functions, and consistent alertness
The job (organization) or social environment
Soreater the extent to which the job requires such activities asof e of information with others, unpleasant physical conditions, and perfor unstructured rather than structured tasks, the more stressful the job tends to be
Further, so rapidly from one role and one type of activity to another (from boss to friend, teacher to partner, law enforcer to father confessor) Stress can also result frouity This can occur when people are uncertain of the scope of their responsibilities, what is expected of them, and how to divide their time between various duties
Over- and under-load stress ste too little or too much to do Responsibility for others also often leads to stress Many people are (or should be) responsible for their subordinates: they have to motivate them, reward and punish them, as well as communicate and listen to theer developing fro friends and supporters in ti less threatening and more controllable than if they had to deal with them on their own or with little support Lack of participation in decisions also causes stress by inducing feelings of helplessness and alienation Stressful organizations are plain to see: the way people walk, talk and interact sho brittle, tough and trained they are
Coping
People differ in their typical, habitual ways of coping with the stressful situations in their lives These coping strategies vary in their effectiveness One distinction that has been(ai to alter the source of stress) and e the emotional distress associated with, or cued by, a particular set of circumstances) Some emotion-focused responses involve denial, others involve a positive reinterpretation of events, and still others involve seeking social support Si can potentially involve several distinct activities, such as planning, taking direct action, seeking assistance, screening out particular activities, and so the action for an extended period
Consequences of stress
These include a noticeable decline in the physical state of the person, such as:Physical appearance;Chronic fatigue and tiredness;Frequent infections, especially respiratory infections;Health complaints, such as headaches, backaches, stoe in weight or eating habits
Second, there are emotional symptoms of stress too These are:Boredom or apathy: lack of affect and hopelessness;Cynicism and resentfulness;Depressed appearance, sad expression, slumped posture; andExpressions of anxiety, frustration, tearfulness
The third cluster of stress reactions are behavioral symptoms These include:Absenteeism and accidents;Increase in alcohol or caffeine consu or eating;Irrationally quick to fly off the handle, lose temper; andReduced productivity: inability to concentrate on or coe of stress is most noticeable Here are some nonverbal behaviors associated with the experience of stress:Pale co to hold the posture;Appears shaky;Slouching; andLacking energy in gait and overall bodysigns of stress, one could take preventing steps to reduce or cancel out detrimental health consequences associated with it
OFFICE POLITICS
Politics is a bad word In polls of public opinion, politicians coents in terms of their trustworthiness or indeed untrustworthiness A heady mix of hypocrisy, spin and hubris means that many people have lost faith in their elected representatives' ability to do much for them Everywhere, except where it is co for our politicians
Nevertheless, along with national and local politics, there are also office or workplace politics This phenoroup conflict and about power struggles We hear people say things like: ”He plays politics all the time”; ”Office politics caused the failure”; ”She was only promoted because of office politics” It seeed in so their immediate job responsibility
What are the key features of the concept? First, perhaps is the secrecy, the covert agendas, the underhandedness of it all Politics conducted in solf course There are the insiders and the outsiders; the players and the pawns; those in the know and those in the dark Politics are exclusionary Office politics are about processes, procedures and decisions that are not meant to be scrutinized Politics are about opaqueness not transparency
Second, there is iement Another word for this may be hypocrisy Office politicians (all unelected) ”speak with forked tongue” The clever ones understand the difference between sins of omission and commission The others just dissiet Internal communications (except those carefully encrypted) are half truths, little anda Office politics are about censorshi+p; about disguise
Third, office politics are about self-interest They are concerned with power and all the trappings such asactivities, processes and procedures to secure their (and only their interests) Covert groupings of individuals based on clan, ideology or sireed, cooperate with each other to obtain an unfair share of the resources of an organization In this sense, office politics act against long-teranizational interests, at least froative view is clear Office politics cause distrust, conflict and lowered productivity People do not openly share; they are guarded They spend too roup and trying to work the syste or holding on to power as steering the company The opposition is internal, not external Office politics are dysfunctional
But there is another perspective and it'sand strengthening networks and coalition About getting togetherof all h necessary but unpopular strategies About identifying those with energy and vision; those who command various constituencies
Yes, politics are about power the power to influence, persuade and cajole Most organizations seek out and admire a chief executive officer (CEO) who is well-respected and well-connected One who kno to ”play the gaet people (investors, journalists, and ”real” politicians) onside In this sense, being political is about being shrewd, proactive and strategic
CEOs have to present a positive picture of their organization And they have to align, steer and change that organization They often need help, and they turn to those who have a reputation for being helpful
It's not possible to outlaw office politics Youfro share price onthem There is no doubt that some offices are dysfunctional places to be, but better to study and try to understand ement power than to condemn it Powerful people show off their power nonverbally They display it, but only appropriately Office politics is the subtle use of power: knowing how and when to flatter others; how to bargain; what to offer Watch a prime minister or president in public and you will learn about office politics as well as national ones
BODY LANGUAGE AND WORKPLACE ROMANTIC RELATIONshi+PS
How should the corporation cope with corporate cupid? Is sex at work (attraction in organizations, office romances, intimacy at work, co-worker affairs) a matter for human resources (HR) policy? Can, or indeed should, one try to legislate on matters of the heart or hormones? Should romance or affairs be dealt with in an open, adult way or made taboo? How do secret lovers leak their relationshi+p by their body language?
Workplace roanizational dynamics, which in turn affect outcomes productivity, morale and efficiency Senior people can cority New channels of unofficial co on who is having what sort of relationshi+p hom The appointment of favored sexual partners can seriously affect how people perceive the transparency and justice of the selection or promotional system
It is not easy to obtain evidence on the nuanizations Studies in large organizations in the USA and Europe found that two-thirds to three-fourths of e (closely) observed a workplace roanization Only about 10 percent of people adreed that all their romantic relationshi+ps had been initiated in the office
It is really no wonder that they happen The best predictor of attraction is proxiht hours a day in the presence (or near presence) of others, it is no surprise that one begins to like and possibly feel attracted to thees and sexes that one otherwise ood place to find a partner? People with similar levels of education, interests and values are recruited to organizations, so the process of assortative ins at corporate selection People in unhappy relationshi+ps ues at work