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1. ORGANIZATIONAL BEHAVIOR
• By sujith Bhaskar R

2. CONFLICT MANAGEMENT

3. Compromising
Obliging
AvoidingDominating
Integrating
High Low
High
Low
Concern for self
ConcernforOthers
Five Conflict-Handling Styles
Source:M A Rahim, “A strategy for Managing Conflict in Complex Organizations, Human Relations, January 1985, p 84. Used with author’s permission.

4. Organizational
Intergroup
Interpersonal
Intra-
individual
CONFLICTMicro
Macro
Levels of conflict in Organizational Behavior

5. Need
(deficiency)
Drive
(deficiency
with
direction)
Goal/
Incentive
(reduction of
the drives and
fulfillment of
deficiencies)
Frustration
Defense mechanisms
(1) Aggression
(2) Withdrawal
(3) Fixation
(4) Compromise
MICRO AND MACRO DYNAMICS OF ORGANISATIONAL BEHAVIOUR
Barrier
(1) Overt
(2) Covert

6. Need
(cells are
deprived
of water)
Drive
(walk to the
water fountain)
Goal/
Incentive
(water
fountain)
Frustration
Defense mechanisms
(1) Aggression (kick and/or curse the door)
(2) Withdrawal (back away from the door and/or pout)
(3) Fixation (continue to try to open the door)
(4) Compromise (drink some coffee in the room or
climb out the window)
A SIMPLE EXAMPLE OF FRUSTRATION
Barrier
(stuck door)

7. 1
OPEN SELF
3
BLIND SELF
4
UNDISCOVERED SELF
2
HIDDEN SELF
The person does not
know about the other
The person knows
about the other
The person
knows
about him-
or herself
The person
does not
know about
him-or
herself
The Luft and Ingham Johari window for inter-personal relationships.

8. Share Information
* Share company performance information.
* Help people understand the business
* Build trust through sharing sensitive information
* Create self-monitoring possibilities.
Create Autonomy
Through Structure
* Create a clear vision and clarify the little pictures.
* Clarify goals and roles collaboratively.
* Create new decision-making rules that support empowerment.
* Establish new empowering performance management
processes
* Use heavy doses of training.
Let Teams Become
The Hierarchy
* Provide direction and training for new skills.
* Provide encouragement and support for change.
* Gradually have managers let go of control.
* Work through the leadership vacuum stage.
* Acknowledge the fear factor.
Remember: Empowerment is not magic;
it consists of a few simple steps and a lot of persistence.
Source: “Navigating the journey to Empowerment,’ by W Alan Randolph. Reprinted by permission of the publisher from Organizational dynamics, Spring 1995.
1995 American Management Association. All rights reserved.
The Empowerment Plan
Randolph’s Empowerment Model

9. Too much
conflict
Appropriate
conflict
Too little
conflict
Moderate
Intensity
HighLow
Negative
Neutral
Positive
Outcomes The Relationship between Conflict Intensity and Outcomes
Source: L D Brown, Managing Conflict of Organizational Interfaces, 1986, Addison-Wesley Publishing Co., Inc., Reading, Massachusetts.

10. STRESS MANAGEMENT

11. Fatalism A feeling that you lack control over your work.
Boredom A lack of interest in doing your job.
Discontent A sense of being unhappy with your job.
Cynicism A tendency to undervalue the content of your job and the rewards received.
Inadequacy A feeling of not being able to meet your objectives.
Failure A tendency to discredit your performance and conclude that you are ineffective.
Overwork A feeling of having too much to do and not enough time to complete it.
Nastiness A tendency to be rude or unpleasant to your co-workers.
Dissatisfaction A feeling that you are not being justly rewarded for your efforts.
Escape A desire to give up and get away from it all.
Source: Adapted from D P Rogers, “Helping Employees Cope with Burnout,” Business, October-December 1984, p 4.
Attitude Description
Attitudinal Characteristics of Burnout

12. Personal stressors
•High achievement
expectations
•High organizational
expectations
•Level of job involvement
Job and organizational
stressors
•Role overload
•Role conflict
•Duration, frequency, and
intensity of interpersonal
interactions
Emotional exhaustion
Depersonalization
Feeling of lack of
personal accomplishment
Attitudinal and behavioral
symptoms of burnout
•Negative attitudes
•Fatigue
•Frustration
•Helplessness
•Withdrawal from friends
and socializing
Source: Based in part on C L Cordes and T W Dougherty, “ A Review and an Integration of Research on Job Burnout, “Academy of Management Review, October 1993, p 641.
A Model of Burnout

13. A Model of the Coping Process
Personal
factors
Cognitive
appraisal of
stressor
Coping strategies
Harmful?
Threatening?
Challenging?
Situational
factors
Control
Escape
Symptom
management
Source: Based in part on R S Lazarus and S Folkman, “Coping and Adaptation,” in Handbook of Behavioral Medicine, ed W D Gentry (New York: The Guilford
Press, 1984), pp 282-325.

14. Type A Characteristics
1. Hurried speech; explosive accentuation of key words.
2. Tendency to walk, move, and eat rapidly.
3. Constant impatience with the rate at which most events take place (e.g., irritation with slow-moving traffic and slow-talking and
slow-to-act people.
4. Strong preference for thinking of or doing two or more things at once (e.g., reading this text and doing something else at the
same time).
5. Tendency to turn conversations around to personally meaningful subjects or themes.
6. Tendency to interrupt while others are speaking to make your point or to complete their train of thought in your own words.
7. Guilt feelings during periods of relaxation or leisure time.
8. Tendency to be oblivious to surroundings during daily activity.
9. Greater concern for things worth having than with things worth being.
10. Tendency to schedule more and more in less and less time; a chronic sense of time urgency.
11. Feelings of competition rather than compassion when faced with another Type A person.
12. Development of nervous tics or characteristic gestures.
13. A firm belief that success is due to the ability to get things done faster than the other guy.
14. A tendency to view and evaluate personal activities and the activities of other people in terms of “numbers” (e.g., number of
meetings attended, telephone calls made, visitors received).
Source: Adapted from M Friedman and R H Roseman, Type A Behavior and Your Heart (Greenwich, CT: Fawcett Publications, 1974), pp 100-102.

15. Stress-Reduction Techniques
TECHNIQUE DESCRIPTIONS ASSESMENT
Muscle relaxation Uses slow deep breathing Inexpensive and easy to use; may
systematic muscle tension require a trained professional to
reduction, and an altered state of implement.
Consciousness to reduce stress.
Biofeedback A machine is used to train people Expensive due to costs of
to detect muscular tension; muscle equipment; however, equipment
relaxation is then used to alleviate can be used to evaluate
this symptom of stress. effectiveness of other
stress-reduction programs.
Meditation The relaxation response is Least expensive, simple to
activated by redirecting one’s implement, and can be practiced
thoughts away from oneself; a almost anywhere.
four-step procedure is used.
Cognitive restructuring Irrational or maladaptive thoughts Expensive because it requires a
are identified and replaced with trained psychologist or counselor.
those that are rational or logical.
Holistic wellness A broad, interdisciplinary approach Involves inexpensive but often
that goes beyond stress reduction behaviorally difficult lifestyle
by advocating that people strive for changes.
personal wellness in all aspects of
their lives.

16. Low Stress Optimum Stress High stress
STRESS LEVEL LOW STRESS OPTIMUM STRESS HIGH STRESS
------------------------------------------------------------------------------------------------------------------------------------------
Reactions Boredom/Apathy High Energy Exhaustion
Behaviors Low Motivation High Motivation Anxiety & Nervousness
Careless Mistakes Heightened Perception Indecisiveness
Psychological Withdrawal High Involvement Bad Judgement
Physical Withdrawal
Inactivity
Performance Low Performance High Performance Poor Performance
Health Effects Dull Health Good Health Insomnia
Psychosomatic Illness
Stress Levels and Consequences

17. INTRA-PERSONAL STRESSORS
Role Conflict
Role Ambiguity
Role Overload
Ethical Dilemmas
Unsatisfactory Career Progress
INTER-PERSONAL STRESSORS
Relationships with Peers
Subordinates and Superiors
Interpersonal Communication
Interpersonal Conflicts
Group Processes
JOB-RELATED STRESSORS
Nature of Job
In-Built Stress
Transfers
Travel
Time Pressures
INTER-ORGANISATIONAL STRESSORS
Noise
Heat
Lighting
Limited Resources
No Career Paths
Individual
Organisational Stressors

18. Low High
Low
High
LEVEL OF CONFLICT
Optimum
Levels of
Conflict
Functionality
of Conflict
(Creativity,
Innovation,
Productivity,
Performance)
Function

19. HORIZONTAL THREE SLIDES

20. STRESS CAN BE A TOUGH
COMPETITOR
THERE IS GROWING REALIZATION AMONG
COMPANIES AS THEY WITNESS STRESSED-OUT
WORKERS FALLING VICTIM TO ILLNESS, ACCIDENTS,
AND IN RARE CASES, DEATH.

21. COMPANIES ARE REALIZING THAT TEACHING
EMPLOYEES HOW TO DEAL WITH STRESS IS JUST
AS IMPORTANT AS TEACHING THEM TECHNICAL
SKILLS. IT IS AS IMPORTANT FOR PRODUCTIVITY
AND FOR THE HEALTH OF WORKERS.

22. FIGHT-OR-FLIGHT RESPONSE
TO EITHER CONFRONT STRESSORS OR TRY TO
AVOID THEM. STRESS IS EXPERIENCED IN OUR
DAILY LIFE. RESEARCHERS CONCLUDE THAT
STRESS TRIGGERS ONE OF THE TWO BASIC
REACTION: ACTIVE FIGHTING OR PASSIVE FLIGHT
(RUNNING AWAY OR ACCEPTANCE), THE SOCALLED
FIGHT-OR-FLIGHT RESPONSE.

23. PHYSIOLOGIVALLY, THE STRESS RESPONSE IS A
BIOCHEMICAL “PASSING GEAR” INVOLVING
HARMONAL CHANGES THAT MOBILIZE THE BODY
FOR EXTRAORDINARY DEMANDS. THE BODIES ARE
ENERGIZED BY AN HARMONAL CHANGE,
INVOLVING THE RELEASE OF ADRENALINE INTO
THE BLOOKSTREAM.

24. IN TODAY’S HECTIC URBANIZED AND
INDUSTRIALIZED SOCIETIES THE PROBLEMS ARE
DEADLINES, ROLE CONFLICT AND AMBIGUITY,
FINANCIAL RESPONSIBILITIES, TRAFFIC
CONGESTION, NOICE AND AIR POLLUTION, FAMILY
PROBLEMS AND WORK OVERLOAD. THESE TRIGGER
OFF NEGATIVE SIDE EFFECTS SUCH AS HEADACHES,
INSOMANIA, ULCERS, HEART ATTACKS, HIGH
BLOOD PRESSURE AND STROKES.

25. STRESS : DEFINITION
STRESS IS “AN ADAPTIVE RESPONSE, MEDIATED BY
INDIVIDUAL CHARACTERISTICS AND/OR
PSYCHOLOGICAL PROCESSES, THAT IS A
CONSEQUENCE OF ANY EXTERNAL ACTION,
SITUATION OR EVENT THAT PLACES PHYSICAL
AND/OR PSYCHOLOGICAL DEMANDS UPON A
PERSON.”
THERE ARE THREE INTER-RELATED DIMENSIONS OF
STRESS:
(1) ENVIRONMENTAL DEMANDS (“STRESSORS”)
(2) ADAPTIVE RESPONSE INFLUENCED BY
(3) INDIVIDUAL DIFFERENCES.

26. ACCORDING TO HANS SELYE, FATHER OF THE
MODERN CONCEPT OF STRESS:
• STRESS IS NOT MERELY NERVOUS TENSION
• STRESS CAN HAVE POSITIVE CONSEQUENCES
• STRESS IS NOT SOMETHING TO BE AVOIDED
• COMPLETE ABSENCE OF STRESS IS DEATH.
IT IS CLEAR THAT STRESS IS INEVITABLE. EFFORTS
ARE TO BE DIRECTED AT MANAGING STRESS, NOT AT
SOMEHOW ESCAPING IT ALTOGETHER.

27. STRESSORS: ENVIRONMENTAL FACTORS THAT
PRODUCE STRESS.
STRESSFUL LIFE EVENTS: LIFE EVENTS THAT
DISRUPT DAILY ROUTINES AND SOCIAL
RELATIONSHIPS.
BURNOUT: A CONDITION OF EMOTIONAL
EXHAUSTION AND NEGATIVE ATTITUDES.
BUFFERS: RESOURCES OR ADMINISTRATIVE
CHANGES THAT REDUCE BURNOUT.

28. MODERATORS OF OCCUPATIONAL
STRESS
1. AWARENESS OF MODERATORS HELPS IDENTIFY
THOSE MOST LIKELY TO EXPERIENCE STRESS
AND ITS NEGATIVE OUTCOMES. STRESS
REDUCTION PROGRAMS CAN BE FORMULATED
FOR HIGH-RISK EMPLOYEES.
2. MODERATORS, IN AND OF THEMSELVES,
SUGGEST POSSIBLE SOLUTIONS FOR REDUCING
OUTCOMES OF OCCUPATIONAL STRESS.

29. FOUR MODERATORS:
(A) SOCIAL SUPPORT: AMOUNT OF HELPFULNESS
DERIVED FROM SOCIAL RELATIONSHIPS.
GLOBAL SOCIAL SUPPORT: THE TOTAL
AMOUNT OF SOCIAL SUPPORT AVAILABLE.
FUNCTIONAL SOCIAL SUPPORT: SUPPORT
SOURCES THAT BUFFER STRESS IN SPECIFIC
SITUATIONS.
(B) COPING: PROCESS OF MANAGING STRESS.
CONTROL STRATEGY: COPING STRATEGY
THAT DIRECTLY CONFRONTS OR SOLVES
PROBLEMS.
ESCAPE STRATEGY: COPING STRATEGY THAT
AVOIDS OR IGNORES STRESSORS AND

30. FOUR MODERATORS:
(C) HARDINESS: PERSONALITY
CHARACTERISTICS THAT NEUTRALIZES
STRESS.
(D) TYPE A BEHAVIOR PATTERN:
AGGRESSIVELY INVOLVED IN A CHRONIC,
DETERMINED STRUGGLE TO ACCOMPLISH
MORE IN A LESS TIME.