Textbook Notes (280,000)
CA (170,000)
Queen's (4,000)
COMM (600)
Chapter 13

COMM 151 Chapter Notes - Chapter 13: Organizational Commitment, Signify, Depersonalization

Course Code
COMM 151
Christopher Miners

This preview shows page 1. to view the full 5 pages of the document.
COMM 151 Chapter 13 Notes (437-458) Conflict and Stress
A Model of Stress in Organizations
Stressors: Environmental events or conditions that have the potential to induce stress
Individual personality often determines the extent to which a potential stressor becomes
a real stressor and actually induces stress
Stress: A psychological reaction to the demands inherent in as stressor that has the potential to
make a person feel tense or anxious because the person does not feel capable of coping with
these demands
Some responses, individuals have little control over ex. low blood pressure
Stress reactions: The behavioral, psychological, and physiological consequences of stress
Organizations should be concerned with the stress employees undergo because an
individual who is conveniently absent from work due to stress leaves the organizations
shorthanded and provoking stress in others
Personality and Stress
Locus of Control: A set of beliefs about whether one’s behavior is controlled mainly by
internal or external forces
Internals believe they control their own behavior
Externals believe their behavior is controlled by luck/fate
More likely to feel stress in the face of potential stressors
Type A behavior pattern: A personality pattern that includes aggressiveness,
ambitiousness, competitiveness, hostility, impatience, and a sense of time urgency
Feel a great sense of time urgency and hostility is easily aroused
Have heavier workloads, longer work hours, more conflicting work demands
Reactions in response to stress include elevated blood pressure, elevated heart
rate, and modified blood chemistry
Prompted by frustrating, difficult, or competitive events
Negative Affectivity: Propensity to view the world including oneself and other people in
a negative light
Major component of the “big five” personality dimension neuroticism
High negative affectivity are more pessimistic and downbeat
There are several factors which cause high negative affectivity including
A predisposition to perceive stressors in the work place
Hypersensitivity to existing stressors
A tendency to gravitate to stressful jobs
Tendency to provoke stress through their negativity
Use of passive indirect coping styles that avoid the real sources of stress
Stressors in Organizational Life
Executive and Managerial Stressors
Role Overload: This is the requirement for too many tasks to be performed in too short a
time period
Mgmt. is an ongoing process and there are very few signposts to signify if that a
task is complete and rest and relaxation are permitted this often provokes a
conflict between the employees role to the org, and their role to their family
You're Reading a Preview

Unlock to view full version

Only page 1 are available for preview. Some parts have been intentionally blurred.

COMM 151 Chapter 13 Notes (437-458) Conflict and Stress
Heavy Responsibility
Extremely important consequences for the organization and its members
Influence the future of others
Executive might have terminate an operation that could lay of many workers
All of the above has the power to act as a major stressor on a manager
Operative-Level Stressors
Poor Physical Working Conditions
Operative level employees are more likely to be exposed to physically unpleasant
such as Excessive heat, cold, noise and the chance of accidents special stressors
Poor Job Design
Monotony and boredom can prove extremely frustrating to people who feel
capable of handling complex tasks
Job scope can be a stressor at levels that are either too loo/high
Boundary Role Stressors, Burnout, and Emotional Labour
Boundary Roles: Positions in which organizational members are required to interact with
members of other organizations or with the public
Ex. Vice president of public relations responsible of representing company to public
Experience stress since they straddle between the imaginary boundary between the
organization and its environment
A form of role conflict in which one’s role as an org member might be incompatible
with the demands made by the public or other organizations
Burnout: A syndrome of emotional exhaustion, cynicism, and reduced self-efficacy
Most common in people who entered their jobs with high ideals they want to
“change the world” but become frustrated when they encounter the reality of clients
Burnout Stages
1. Emotional Exhaustion fatigued, drained by work, frustrated
2. Depersonalization become cynical and distance yourself from clients
3. Low Self-Efficacy and personal accomplishment
Ex. “I can’t do this anymore, I’m not helping them, I don’t understand them”
Treats employees like objects and lack of concerns what happens to them
Ex. Teachers
Some pursue a new occupation or stay in the same occupation but look for a new job
Others will stay and become “deadwood” – collect paycheques but do min work
Emotional labour
Suppression and acting takes a toll on cognitive and emotional resources over time
The Job Demands-Resources Model and Work Engagement
Work Engagement: A positive work related state of mind that is characterized by vigor,
dedication, and absorption
Vigor involves high levels of energy and mental resilience at work
Dedication - strongly involved in your work & experiencing a sense of significance
Absorption refers to being fully concentrated on your work
Job Demands Resources Model: A model that specifies how job demands cause
burnout and job resources cause engagement
Job demands are physical, psychological, social, org features that require
You're Reading a Preview

Unlock to view full version