Chapter 2

1. Chapter 2 managing Stress and Time

2. Introduction • Stress = The physiological and psychological states of arousal • Examples: Rapid heartbeat, sweating anxiety • Strain = Outcomes of chronic stress that is not alleviated • Examples: depression, low back pain, tension headaches

3. What Are Some Common Sources of Stress For You 1 – Exams 2 – Debt 3 – Interpersonal friction 4 – Change 5 – Life after graduation 6 7 8 9 10

4. Pressure Cooker

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6. Pressure Cooker Explosion https://www.youtube.com/watch?v=O2xrIISlydU

7. Try to “Bust” the following Myths about stress Stress is a personal, non-work issue and should not be a concern in a business All stress is bad A stressor is a stressor (i.e., all stressors are the same) Only novices choke Good time management means being an efficient workaholic

8. Organizational Consequences of Stress • Costs of stress and strain approximate $300 billion annually in U.S. • Stress is associated with… • Reduced organizational commitment • Increased turnover • Increased absenteeism

9. Some stress is good! Eustress = A controlled or productive stress that can give a competitive edge.

10. Stress is Personal: Individual Differences and Their Relationship to Stress • Transactional Theory of Stress • Negative effects of stress are an interaction between the person and the environment • Different people find different things stressful and react to them in different ways • Appraisal Steps • Primary appraisal = evaluate the potential stressor to determine if it is a threat. If yes… • Secondary appraisal = determine how to respond to the stressor

11. Transactional Theory in Action Potential Stressor: A trip to the dentist Primary Appraisal: Is this a threat? Secondary Appraisal: How do I respond? No Stop: No Stress Maria Breathing/Relaxation Exercises Yes Keisha

12. Individual Differences: Type A Behavior Pattern • Characteristics of Type A • Achievement oriented • In a hurry (e.g., talk fast, walk fast, eat fast) • Perfectionism • Hostility • Associations with Type A Behavior Pattern • Coronary heart disease • Recent research suggests the hostility component is the aspect of Type A that most relates to heart disease

13. Individual Differences: Locus of Control • Locus of Control = The extent to which we believe we control our own environments • Internal Locus of Control • Belief that you control your own environment • In general, having an internal locus of control is helpful – you believe you can make a difference so you take action! • External Locus of Control • Belief that sources outside you control your environment • Example: fate, luck, other people

14. Individual Differences: Self-Efficacy I think I can… I think I can… • Self-efficacy = a personal assessment of how well one can execute actions necessary to handle a situation • High Self-Efficacy is associated with… • More motivation • Better performance • Lower stress and burnout

15. Common Sources of Stress:Traumatic Events vs Daily Hassles Did you know?? Research shows we tend to overestimate the effects of traumatic events but underestimate the effects of daily hassles!!! • Traumatic events are relatively rare but significant situations that cause stress • Examples: divorce, death of a loved one, layoff • Daily hassles are common and relatively minor annoyances and obstacles that also cause stress • Examples: traffic jams, computer problems, interruptions

16. Common Sources of Stress:Role Theory Role theorysuggests that stress can result from role ambiguity or role conflict. Role ambiguity= not knowing what our roles are or how to fulfill them Role conflict= when we have multiple roles, and they conflict with each other

17. Common Sources of Stress:Role Theory • Work-family conflict = a form of inter-role conflict in which pressures from work and family are incompatible • WIF = Work Interferences with Family • Can you give an example of WIF? • FIW = Family Interferences with Work • Can you give an example of FIW?

18. Common Sources of Stress:Exhaustion of Resources & Burnout Conservation of Resources (COR) = model suggesting that stress results from 3 possible threats to our resources: Threat of losing a personal resource Actual net loss of a personal resource Lack of resource gain following investment of other personal resources

19. Common Sources of Stress:Exhaustion of Resources & Burnout • Burnout = a syndrome resulting from prolonged stress and depletion of resources. • 3 components of Burnout Syndrome • Emotional exhaustion: • Feeling “drained” or “used up” • Depersonalization • Feeling cynical, detached, or indifferent to one’s work • Reduced personal accomplishment: • Feeling one’s work doesn’t really matter

20. Common Sources of Stress:Emotional Labor • Emotional Labor = regulation of feelings and expressions for the benefit of the organization’s goals • Surface Acting = managing your expressions that can be observed on the surface • Example: smiling at a customer even if you are frustrated • Deep Acting = managing your actual feelings so they are consistent with the emotions that you are supposed to express

21. Common Sources of Stress:High Demands and Low Control High Low control High control Stress Low Low High Demands Demands= physical, intellectual, and emotional requirements of a job Control= amount of autonomy and discretion a person has on the job Research shows stress is highest when demands are high while control is low

22. Strategies for Managing Stress • Primary Prevention Strategies • Aimed at removing the SOURCE of stress • Example: • Stressor = traffic and long commute • Primary Prevention = telecommuting (work at home) • Secondary Coping Interventions • Aimed at dealing with stressors that cannot be eliminated • Example: • Stressor = difficult boss • Secondary Coping = meditate, social support from family

23. Prevention Strategies:Enhancing Control & Predictability Management needs employees to work overtime during the holidays. How might they increase the perceived control amongst the employees? Scenario Imagine that a small technology company is being acquired by a larger company. How can management increase predictability for employees in the acquired firm to minimize the stress of the acquisition? Scenario • Increasing perceived control can reduce stress • Increasing predictability can reduce stress

24. Prevention Strategies:Social Connectedness People with larger and more varied social networks tend to have better well-being Types of Support: Instrumental support = practical and direct type of support (e.g., covering a shift for a colleague who is ill) Emotional support = sympathy, listening, and caring Informational support = giving information that helps someone else solve a problem Appraisal support = giving esteem-building support

25. Prevention Strategies:Avoiding Choking Choking= performance decrements under pressure Antidotes for Choking: Pressure Practice = practice the behavior in a pressure situation Focused, Automated Behavior = devise a strategy and then train until it becomes automatic so you don’t over-think (and choke).

26. Psychological Hardiness • The ability to remain psychologically stable and healthy in the face of significant stress • 4 Factors of Hardiness: • Physical Fitness • Exercise reduces stress, anxiety, and depression Commitment • Persevering through a hard time • Control • Striving to gain control and take action rather than being helpless and hopeless • Challenge • Seeing problems as challenges rather than threats

27. Dealing with Stress in the Moment Question What are your favorite healthy strategies for dealing with stress in the moment? Muscle relaxation Deep breathing Mood repair

28. Managing Time • First be effective, then be efficient • Start with written goals • Follow the 80/20 rule • Use the time management matrix • See next slide • Learn to say NO • Plan the work, then work the plan • Make good lists for effective prioritization • ABC Method • See slide after next

29. Time Management Matrix Table 2.1

30. ABC Method of Prioritization • Create a to-do list • Include long-term and short-term priorities • Assign ABCs to each item on list • A = high priority • B = medium priority • C = low priority • Start with A’s on list, then B’s, then C’s

31. Practical Exercise Harry, the plant manager, has decided to follow the advice on time management, beginning tomorrow, as outlined in this chapter. He has drawn up a list of priorities that he needs to accomplish at work and is eager to start. He arrives at his office at 7:30 and is greeted with two department managers who wish a decision relative to their department’s initiatives; a breakdown in a boiler during the night shift has caused production delays and only he is authorized to spend the money necessary to fix the boiler; two employees called out sick. By 7:45 his schedule is shot to hell What is wrong with Harry’s picture What would be your advice to Harry to avoid a repeat scenario

32. More Time Management Techniques • Know Yourself and Your Time Use • Track your time usage and determine your “internal prime time” (when you work best) • Arrange your schedule around your internal prime time • Fight Procrastination • Avoid spending all of your time on easy “C-priority” tasks at the expense of harder “A-priority” tasks • 2 –minute rule • If a task will take 2 minutes or less, do it NOW – don’t wait.

33. Workplace Cultures that Foster High Performance & Lower Stress Frequent and open communication Employee participation Incentives for work-life balance Cultivate a friendly social climate

34. Exam 1 Next

35. Key Terms – know for Exam 1 • 80/20 rule • ABC method • Appraisal support • Burn out • Choking • Conservation of resources • Control • Deep acting • Demands • Depersonalization • Emotional exhaustion • Emotional labor • Emotional support • Eustress • Family interference with work • Informational support • Instrumental support • Locus of control • Psychological hardiness • Reduced personal accomplishment • Role ambiguity • Role conflict • Role theory • Self-efficacy • Small wins • Strains • Stress • Surface acting • Swiss cheese method • Type A behavior pattern • Work interference with family • Work-family conflict