Role impingement and stress in organisation

Role Impingement

Stress In Organisation

WHAT IS IMPINGEMENT?• It refers to have an effect or impact on something.• It also refers to a noticeable effect that influences

strongly.• It shows that a change is produced by an action or

other cause.• It is the state of being operative or effective.

ROLE IMPINGEMENT It refers to those factors which influence

strongly the organizational design. Organizational design depends on the nature

of its business. The following are the key factors that show

their significant impact on the designing of an organization:– Size of the business– Kinds of products or services

Small, single person businesses need no organizational structure.

Companies with few employees function well without a formal structure.

For a business to be successful, its structure must change as the business continues to grow.

Stages:– Growth through creativity– Growth through direction– Growth through delegation, coordination &

collaboration.

Size of the Business

Stage 1: Growth Through Creativity

Entrepreneurs create products and services. Businesses small. Lack formal structures, policies, and objectives. Company founder involved in every aspect and

makes all decisions. Management skills are much less important. Idea that appeals to consumers.

Stage 2: Growth Through Direction

Company grows in size. Company founder is no longer solely responsible for all

decision making. Company relies on professional managers. Planning, organizing, and staffing. Managers create written policies, procedures, and plans. Establish rules and systems for hiring, firing, and rewarding

employees. Set up systems for communicating information among

employees. Set up financial controls.

Stage 3: Growth Through Delegation

◊ Lower-level employees feel left out of the decision-making process.

◊ Top executives find themselves too far removed form the customer to make good decisions.

◊ Businesses delegate more responsibility to lower-level employees in an attempt to decentralize decision making.

◊ Motivates people at lower levels.◊ Allows senior executives to devote more of their time to

long-term management issues.

Type of Product or Service

Number of levels increases as the level of technical complexity increases.

Companies that produce technically complicated products also are likely to have a larger percentage of managers and supervisors than companies that produce simpler products.

FACTORS INDICATORS

Environment Degree of complexityDegree of dynamismRichness

Business StrategyLow costDifferentiationFocused

Technology Technological complexity

Internal Contingency Factors

Goals SizeEmployees

FACTORS IN DESIGN DECISIONS

Stress In Organisation

• Stress can be basically explained as pressure upon a person’s psychological system which arises out of complexity or intensity of one’s work life.

• Though stress is basically a person’s psychological set-up, it also in turn affects his/her physical & behavioural systems.

• The sources of stress can be individual, organizational and social.

• A feeling of tension that occurs when a person assesses that a given situation is about to exceed his or her ability to cope and consequently will endanger his/her well-being.

WHAT IS STRESS?

Work stress is recognized world-wide as a major challenge to workers’ health & the healthiness of their organisations.

Workers who are stressed are also more likely to be unhealthy, poorly motivated, less productive & less safe at work. Their organizations are likely to be successful in a competitive market.

Contd…

Contd… Stress can be brought about by pressures at home &

work. Employers cannot usually protect workers from stress

arising outside of work, but they can protect them from stress that arises through work.

Stress at work can be a real problem to the organisation as well as for its workers.

Good management & good work organisation are the best forms of stress prevention.

If employees are already stressed their managers should be ware of it & know how to help.

WHAT IS WORK STRESS?• Work-related stress is

the response people may have when presented with work demands & pressures that are not matched to their knowledge & abilities and which challenge their ability to cope.

Contd… There is often confusion between pressure or challenge and

stress and sometimes it is used to excuse bad management practice.

Pressure at the workplace is unavoidable due to the demands of the contemporary work environment.

Pressure perceived as acceptable by an individual, may even keep workers alert, motivated, able to work & learn, depending on the available resources & personal characteristics.

However when that pressure becomes excessive or otherwise unmanageable it leads to stress.

Stress can damage your workers'’ health & your business performance.

FEATURES OF STRESS• Stress may result into any kind of deviation – physical,

psychological or behavioural in the person.• Stress may be result of individual’s interaction with

environment stimuli.• It is not necessary that stress is always dysfunctional.• Stress can be temporary or long-term, mid or severe,

depending mostly on how long its causes continue, how powerful they are and how strong the individual’s powers are.

• If stress is temporary & mild, most people can handle it or at least, recover from its effects rather quickly.

TYPES OF STRESS

Stress

EUSTRESS

CHRONICSTRESS

ACUTESTRESS

DISTRESS

• Eustress:It is the healthy, positive & developmental stress

response.

• Distress:It is the unhealthy & negative stress response.

• Acute stress:A short-term stress reaction to an immediate threat

• Chronic stress:A long-term stress reaction resulting from ongoing

situations

TYPES OF STRESS

CAUSES OF STRESS

IndividualStress

ExtraorganisationalStress

GroupStressors

IndividualStressors

Organisational Stressors

CAUSES OF STRESS

Organisational stressors:• Task demands• Role demands• Inter-personal

relationships at work• Organisational structure

& Climate• Organisational leadership• Group Pressures

Individual stressors:• Career Development• Personality Type• Life Changes• Role Perceptions

CAUSES OF STRESSGroup Stressors:• Group Cohesiveness• Social Support• Conflict

Extraorganisational Stressors:• Social Changes • Technological Changes• Community Changes • Economic Conditions

SIGNS OF STRESS1. You feel irritable.

2. You have sleeping difficulties.

3. You do not get any joy out of life.

4. Your appetite is disturbed.

5. You have relationship problems and have a difficult time getting along with people.

Edward Creagan, MD

FORMS OF STRESS• Stress is understood by its difficult forms which

be temporary, long-term, mild or severe.• The form of stress, if temporary and mild,

cannot be distressing.

Forms Milder formStiffer form

Chronic formBurn-outTrauma

Mental & Physical

Disorders

Which leads to

STAGES OF STRESS

ALARM

RESISTANCE

EXHAUSTION

ALARM REACTION

• Muscles Tense• Heart Beats Faster• The Breathing And Perspiration Increases• The Eyes Dilate• The Stomach May Clench

RESISTANCE• Fatigue

• Concentration Lapses

• Irritability And Lethargy

EXHAUSTION• Decreased Stress Tolerance

• Progressive Mental And Physical Exhaustion

• Illness And Collapse

• Chronic sadness or depression• Chronic mental and physical fatigue• Chronic stress related illnesses (headache,

stomach ache, bowel problems, etc.)• Isolation, withdrawal, self-destructive thoughts

SEVERE EXHAUSTION STAGE

SHOWING THE STAGES OF STRESS

CONSEQUENCES OF STRESS

INDIVIDUAL

ORGANIZATIONAL

Individual Consequences of Stress

PSYCHOLOGICAL

• Anxiety• Depression• Low self-esteem• Sleeplessness• Frustration• Family problems• Burnout

Stress

BEHAVIORAL

• Excessive smoking• Substance abuse• Accident proneness• Appetite disorders• Violence

PHYSIOLOGICAL

• High blood pressure• Muscle tension• Headaches• Ulcers, skin

diseases• Impaired immune

systems• Musculoskeletal

disorders• Heart disease• Cancer

Organizational Consequences of Stress

•Absenteeism

•Diminished productivity

•Compensation claims

•Health insurance

•Direct medical expenses

STRESS MANAGEMENT

INDIVIDUAL

ORGANIZATIONAL

• Find jobs that provide a personally acceptable balance between demands and control and between effort required and rewards.

• Redesign a dysfunctional job.• Follow the tactics presented in the Managerial Advice

feature.• Develop healthy ways of coping.

Individual Stress Management

Exercise

Proper DietSupportNetwork

RelaxationTechniques

Individual Stress Management• Exercise regularly• Practice healthy habits• Be realistic• Use systematic relaxation• Meditate• Develop and use planning

skills• Simplify your life • Take one thing at a time• Avoid unnecessary

competition• Recognize and accept

personal limits• Develop social support

networks• Focus on enjoying what you

do• Go easy with criticism• Take time off

Organizational Stress Management• Increase individuals’ autonomy and control• Ensure that individuals are compensated properly• Maintain job demands/requirements at healthy levels• Ensure that associates have adequate skills to keep up-to-date

with technical changes in the workplace• Increase associate involvement in important decision making • Improve physical working conditions• Provide for job security and career development• Provide healthy work schedules• Improve communication to help avoid uncertainty and ambiguity

Two Models of Workplace Stress

Demand-ControlModel

Effort-RewardImbalance

Model

DEMAND-CONTROL MODEL

A model that suggests experienced stress is a function of both job demands & job control. Stress is highest when demands are high but individuals have little control over the situation

Passive

Active(EUSTRESS)

High Strain(DYSTRESS)

Low Strain

Job Demands

Job

Co

ntr

ol High

Low

HighLow

DEMAND-CONTROL MODEL

EFFORT-REWARD IMBALANCE MODEL

A model that suggests experienced stress is a function of both required effort and rewards obtained. Stress is highest when required effort is high but rewards are low.

Over commitmentOver commitment

High EffortHigh Effort Low RewardLow Reward

DemandsObligations

DemandsObligations

PayEsteem

PayEsteem

EFFORT-REWARD IMBALANCE MODEL

YOUR QUERIES PLEASE

References • homepage.ntlworld.com• classes.bus.oregonstate.edu• http://int.osha.eu.int/good_practice/risks/stress• www.wikipedia.org