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THE EMERGENCE OF STRESS
Contemporary Environment Demands
• There is considerable evidence that most managers and employees report feeling work related stress, and the recent
environment is making things worse. For example, globalization and strategic alliances have led to a dramatic
increase in executive travel stress and relocation, then there is 24/7 technology (i.e., BlackBerrys, laptops, and cell
phones) keeping people constantly leashed to their job.
• The spectre of massive job losses in the wake of the worst economic crisis since the Great Depression Too much
stress from heavy demands, poorly defined priorities, and little on-the job flexibility can add to health issues.
• By leaving stress unaddressed, employers invite an increase in unscheduled time off, absence rates, and health care
costs Increased work hours resulting from 24/7 technology and competitive pressures are also taking a toll on
today’s employees.
The estimated costs of such workaholics, in terms of lost productivity, increased health care costs, and potential
legal ramifications (disabilities and wage-and-hour claims) is $150 billion a year, and the warning signs of such
problems have been identified as follows:
• Sending e-mails from home in the evenings or later;

• Being the last one in the office;

• Having difficulty delegating;

• Exhibiting excessive perfectionism;

• Skipping lunch;

• Looking tired;

• Having an attitude consistent with depression or exhaustion.

What Stress Is, and Is Not

• Stress is usually thought of in negative terms. It is thought to be caused by something bad (for example, a
college student is placed on scholastic probation, a loved one is seriously ill, or the boss gives a formal
reprimand for poor performance). This is a form of distress.
• But there is also a positive, pleasant side of stress caused by good things (for example, a college student makes
the dean’s list; an attractive, respected acquaintance asks for a date; an employee is offered a job promotion at
another location). This is a form of eustress.
• This latter term was coined by the pioneers of stress research from the Greek eu, which means “good.”
It is also important to point out what stress is not:

• Stress is not simply anxiety. Anxiety operates solely in the emotional and psychological sphere, whereas stress
operates there and also in the physiological sphere. Thus, stress may be accompanied by anxiety, but the two should
not be equated.

• Stress is not simply nervous tension. Like anxiety, nervous tension may result from stress, but the two are not the
same. Unconscious people have exhibited stress, and some people may keep it “bottled up” and not reveal it through
nervous tension.

• Stress is not necessarily something damaging, bad, or to be avoided. Eustress is not damaging or bad and is something
people should seek out rather than avoid. The key, of course, is how the person handles the stress. Stress is inevitable;
distress may be prevented or can be effectively controlled.
 Sources of Stress

Extra
Organizational Group Individual
Organizational
Stressors Stressors stressors
Stressors
Extra organizational Stressors
• Although most analyses of job stress ignore the importance of outside forces and events, it is becoming increasingly
clear that these have a tremendous impact. Taking an open systems perspective of an organization it is clear that job
stress is not limited just to things that happen inside the organization, during working hours.
• In fact, one research study found that stressors outside the workplace were related to negative affect and feelings on
the job.
• A family situation—either a brief crisis, such as a squabble or the illness of a family member, or long-term strained
relations with parents, spouse, or children—can act as a significant stressor for employees.
• Also, recent trends have made it increasingly difficult for employees to adequately balance the responsibilities of their
jobs and their families.
• Relocating the family because of a transfer or a promotion can also lead to stress. For example, one researcher
identified the condition of housing, convenience of services and shopping, neighbourliness, and degree of noise and
air pollution as likely stressors.
• With globalization adding to the cultural diversity of recent times, there is also recent research evidence suggesting
that identical conflict episodes are perceived differently across cultures (in this case the United States and Japan).
Group Stressors
The group or team can also be a potential source of stress. Unfortunately, sometimes interpersonal conflicts in a group end up in
a “bullying” problem. This is only a recently recognized problem. More generally, group stressors can be categorized into two
areas:

• Lack of group cohesiveness- It has become very clear that cohesiveness, or “togetherness,” is very important to employees,
especially at the lower levels of organizations. If an employee is denied the opportunity for this cohesiveness because of the
task design, because the supervisor does things to prohibit or limit it, or because the other members of the group shut the
person out, the resulting lack of cohesiveness can be very stress producing.

• Lack of social support- Employees are greatly affected by the support of one or more members of a cohesive group. By
sharing their problems and joys with others, they are much better off. If this type of social support is lacking for an individual,
the situation can be very stressful. There is even research evidence indicating that the lack of social support is so stressful that
it accounts for some health care costs. For example, one study found that organizational politics was a potential source of
stress in the work environment and another study found social stressors such as conflicts with co-workers and supervisors and
social dislikes or ill will of all kinds, over time, can lead to depressive symptoms for the employees involved.
Individual Stressors:
In a sense, the stressors discussed so far (extra organizational, organizational, and group) all eventually get down to the
individual level. There is also more research and agreement on possible situational dimensions and individual dispositions
that may affect stress outcomes. For example, individual dispositions such as Type A personality patterns, personal control,
learned helplessness, and psychological hardiness may all affect the level of stress someone experiences.
THE EFFECTS OF STRESS
COPING STRATEGIES FOR STRESS
Manage Time: One of the major causes of stress for managers comes from time pressures. No matter how fast some
managers work and how much time they put in, they are still unable to get all their work done. Some of the most helpful
guidelines for effective time management are the following:

• Make out a “to-do” list that identifies everything that must be done during the day. This helps keep track of work
progress.

• Delegate as much minor work as possible to subordinates.

• Determine when you do the best work—morning or afternoon—and schedule the most difficult assignments for this
time period.

• Set time aside during the day, preferably at least one hour, when visitors or other interruptions are not permitted.

• Have the secretary screen all incoming calls in order to turn away those that are minor or do not require your personal
attention.
• Eat lunch in the office one or two days a week in order to save time and give yourself the opportunity to catch up on
paperwork.
• Discourage drop-in visitors by turning your desk so that you do not have eye contact with the door or hallway.
• Read standing up. The average person reads faster and more accurately when in a slightly uncomfortable position.
• Make telephone calls between 4:30 and 5:00 P.M. People tend to keep these conversations brief so that they can go
home.
• Do not feel guilty about those things that have not been accomplished today. Put them on the top of the “to-do” list for
tomorrow.
Individual Coping Strategies