JOMO KENYATTA UNIVERSITY OF AGRICULTURE AND TECHNOLOGY
Dealing with Stress and Ambiguity in Organizations
1 . DANIEL NDERI- HD313-C006-3244/2012
2 . MEAT LIVONDOLO HD313-C006- 3243/2012
3. TIMOTHY NYAUCHO HD313-C006-3333/2012
STUDY COURSE INSTRUCTOR: Dr . NYONGESA PAUL
UNIT: HR3102- ENTREPRENEURIAL BEHAVIOR
MSC ENTREPRENEURSHIP вЂ“JKUAT (KISII CAMPUS)
STAND OF MATERIAL
Table of contentsii
1 ) 0 Introduction1
2 . zero Symptoms of Tension 2
a few. 0 Reasons for Stress3
4. 0 Taking care of Stress5
five. 0 Part Ambiguity8
six. 0 Conclusion10
1 . 0 Introduction
Staff stress can be described as growing matter for organizations today. Stress can be defined as a lively scenario in which persons face restrictions, opportunities, or loss of something they desire and then for which the effect is equally unpredictable and crucial. Anxiety is the response of people towards the unreasonable/excessive pressure or demands placed on these people.
Stress is an imprecise term. It will always be defined when it comes to the internal and external conditions that create stress filled situations, as well as the symptoms that folks experience when stressed. McGrath (1976) recommended a description based on the conditions necessary for anxiety.
So there is also a potential for tension when an environmental situation is usually perceived as showing a demand that threatens to exceed the person's capabilities and resources for conference it, under conditions in which he expects a considerable differential inside the rewards and costs via meeting the demand versus not meeting it. (p. 1, 352) Williams and Huber (1986) define pressure as " a mental and physical reaction to long term internal and/or environmental circumstances in which an individual's adaptive capabilities are overextended. " (p. 243) they will argue that tension is a great adaptive respond to a mindful or unconscious threat. Just like McGrath, they point out that stress is because a " perceived" menace, and is not necessarily related to real environmental conditions. The amount of tension that is created by a given circumstance depends upon your perception with the situation, certainly not the situation itself. In other words, pressure is a relativistic phenomenon. Stress is basically seen as a physical, embodied experience emerging from a set of related circumstances and processes. The experience of stress is known as a complex sensation; it is complicated to separate mental and body experiences in to discrete domains (Shilling, 1993: 115-124), and stress can be complicated to think of in linear cause-effect plans. Stress could be seen both as the cause and the effect of specific actual malfunctioning. 2 . 0 Symptoms of stress
Selye (1946) was your first to spell out the levels that the physique goes through in answer to a danger. The general variation syndrome unit states that the body moves through three stages. The first level is a great alarm reaction. The body prepares for a potential emergency. Digestive function slows down, the heart beats more quickly, blood vessels dilate, blood pressure soars, and inhaling becomes speedy and deep. All physical systems interact to provide maximum energy intended for fight or flight. The other stage can be resistance. In case the stress goes on, the body generates a threshold to their effects. The entire body becomes habituated to the effects of the stressor, however , the bodies adaptable energies are utilized as a defend against the stress factor. The third stage is weariness. When the human body's adaptive powers are used up, the indications of the security alarm reaction reappear, and the pressure manifests itself as a health problem, such as ulcers, heart ailments, and heart disease. During the first or second stages, the removal of the stress factor will eliminate the symptoms. A few of the symptoms of anxiety at place of work are as follows-
References: installment payments on your 0 Indications of stress
Selye (1946) was your first to explain the levels that the body goes through in response to a menace
4. 0 Managing Stress
There are essentially three techniques for dealing with pressure in organizations (Jick and Payne, 1980): i) handle the symptoms, ii) change the person, and iii) remove the cause of the stress
Managers usually takes active procedure for minimize undesired stress per and their subordinates. Williams and Huber (1986) suggest five managerial actions that can be used to reduce stress in workers.
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Jick, T. G., and Payne, R. (1980). " Stress at work. " Exchange: The Organizaitonal Behavioral Teaching Diary 5: 50-55.
Kahn, Ur., Wolfe, G., Quinn, L., Snoek, M., and Rosentbal, R. (1964). Organizational stress: Studies in role issue and halving. New York: Wiley,
McGrath, J. E. (1976). " Stress and behavior in organizations. " In Guide of Industrial and Organizational Psychology. Dunnett, Meters. D. (ed) Chicago: Rand McNally School Publishing
Williams, J. C., and Huber, G. L. (1986). Man Behavior in Organizations. Cincinnati oh., OH: South-Western Publishing.