INDIVIDUAL PROCESS IN

ORGANIZATIONS

GROUP 4
 NATURE OF
STRESS
Stress is considered as something that occurs
repeatedly across the full lifespan, the true
incidence of stress problems is much higher.
Being “stressed out” is thus a universal human
phenomenon that affects almost everyone

Generally, most people use the word stress to

refer to negative experiences that leave us
feeling overwhelmed. Thinking about stress
exclusively as something negative gives us a
false impression of its true nature, however.
Stress is a reaction to a changing, demanding
environment. Properly considered, stress is
really more about our capacity to handle
change than it is about whether that change
makes us feel good or bad. Change happens
all the time, and stress is in large part what we
feel when we are reacting to it..
There are different types of stress.

Distress is the negative stress that most people think of when

they think of stress.

Eustress is generally positive stress that may involve personal

growth and can improve health. Things such as planning a
party or completing a big project involve eustress.

Acute stress is intense and lasts for a short time. In contrast,

chronic stress continues over time and causes damage to the
body. Traumatic stress is often a result of experiencing
traumatic events and can lead to PTSD.
ADDITIONAL INFORMATION
ABOUT STRESS

True or False?

The goal in life is to eliminate

stress.
Yerkes-Dodson Principle This theory of arousal states that performance is improved when there
is some sort of arousal (stress), but if there is too much stress, performance decreases.
ADDITIONAL INFORMATION
ABOUT STRESS

True or False?
The goal in life is to eliminate
stress.

The answer to the above question is false. The goal in life is not to eliminate
stress, but to manage it. We need some stress in order to get out of bed in the
morning. Too little stress or too much are not good. It is important to realize
that if we did not have some stress our performance would suffer greatly. The
negative aspects of too much stress also negatively impact performance.
INDIVIDUAL DIFFERENCES IN
STRESS RESPONSE
Researchers have observed that some
people respond to stress differently than
others. Early work in this domain was
conducted by cardiologists Friedman and
Rosenman, who investigated individual
predisposition towards Coronary Heart
Disease (CHD) in the 1960s. The researchers
established two main personality types: A
and B, with type A personality identified as
predisposing people to greater CHD risk.
Kissen & Eyesneck (1962) also suggested
Type C personality, which was further
explored by Temoshok (1987) as part of her
integrative model of traits related to cancer.
PERSONALITY TYPE CHARACTERISICS

Competitive and ambitious character, e.g. focused and determined, seeking

advancement.
PERSONALITY A Time pressure and impatience: physically and mentally active, multitasking, fast-
talking, optimising time, less creative activities like hobbies.
Hostile and aggressive: inflexible nature, easily irritable, short-tempered.

Non-competitive: not very goal-oriented, usually work at their own pace, fluctuating
focus.
Relaxed and calm: pursues one thing at a time, has a relaxed attitude, and celebrates
PERSONALITY B
successes but does not stress when they do not achieve goals.
Flexible and patient nature: patient temperament, tolerant, flexible approach to people,
suppresses emotions.

Motivated to achieve goals and passionate about accomplishing goals (Type A traits).
A passive attitude: suppresses emotions, does not stress when one does not achieve
PERSONALITY C goals and invests more effort in pleasing people (Type B).
Have a tendency towards helplessness.
Resistant to unwanted change.
COMMON CAUSES OF
STRESS
Stress is actually a normal part of
life. At times, it serves a useful
purpose. Stress can motivate you
to get that promotion at work, or
run the last mile of a marathon.
But if you don't get a handle on
your stress and it becomes long-
term, it can seriously interfere
with your job, family life, and
health.
Causes of work stress include: Life stresses can also have a big impact.
Being unhappy in your job Examples of life stresses are:
Having a heavy workload or too much The death of a loved one
responsibility Birth of a child
Working long hours Divorce
Having poor management, unclear Loss of a job
expectations of your work, or no say in the Increase in financial obligations
decision-making process Getting married
Working under dangerous conditions Moving to a new home
Being insecure about your chance for Chronic illness or injury
advancement or risk of termination Emotional problems (depression, anxiety,
Having to give speeches in front of anger, grief, guilt, low self-esteem)
colleagues Taking care of an elderly or sick family
Facing discrimination or harassment at member
work, especially if your company isn't Traumatic event, such as a natural
supportive disaster, theft, rape, or violence against
you or a loved one
COMMON CONSEQUENCES
OF STRESS
Stress symptoms can affect your
body, your thoughts and feelings,
and your behavior. Knowing
common stress symptoms can
help you manage them. Stress
that's not dealt with can lead to
many health problems, such as
high blood pressure, heart
disease, stroke, obesity and
diabetes.
 ON YOUR BODY ON YOUR MOOD ON YOUR BEHAVIOUR

Headache Anxiety Overeating or undereating

Muscle tension or pain Restlessness Angry outburst

Chest pain Lack of motivation or focus Drug or alcohol abuse

Fatigue Memory problems Tobacco use

Stomach upset Grumpiness or anger Exercising less often

Sleep problems Sadness or depression

MANAGING STRESS IN THE

WORKPLACE
Stress is the result of imbalance between
the demands and expectations on people
and the resources and abilities they have
to manage those demands. Employee
stress can pose serious risks to workplace
wellbeing if left unaddressed, and can
lead to several mental and physical
health issues such as anxiety, depression
and burnout. Interventions that help
organisations identify and mitigate the
main sources of stress are vital to
achieving greater workplace wellbeing.
 STRESS
INTERVENTIONS:

Involve employees in workplace decision-making - Giving employees the

opportunity to participate in workplace decision-making and allowing their ideas
and concerns to influence workplace change can reduce stress and improve
overall wellbeing. This action is particularly important when implementing new
interventions asking employees to help co-design solutions to workplace problems
can lead to greater success

Identify stressors in your organization - Knowing the causes of stress for your
employees is vital to reducing its impact. This is what is known as the psycho-social
work environment. Only by identifying, understanding and minimizing stressors can
you help employees to thrive and deliver their best work. Treating stress as an
individual problem and not getting to the root cause is doomed to fail. Collecting
data on your workplace will ensure you can target your interventions.
 STRESS
INTERVENTIONS:
Give employees flexibility & schedule control - Flexible work arrangements allow
employees to alter how, when, and where they work on a temporary or permanent
basis. A flexible approach coupled with managerial support can foster greater
work-life balance, reduce stress, and improve job satisfaction.

Take care of your leaders - Employee wellbeing is dynamically influenced by

leadership. The wellbeing and behaviours of leaders are linked to employee stress
levels, absenteeism, and job satisfaction. Thus, interventions that reduce leaders’
stress levels and encourage positive leadership behaviours can improve overall
workplace wellbeing
.
Promote relaxation - Relaxation techniques such as mindfulness, meditation, yoga,
and muscle relaxation therapy can promote calmness and reduce work-related
stress among employees
NATURE OF
DECISION MAKING
Decision making in management is the process of
making a choice between two or more options. This
involves evaluating the pros and cons of various choices
and choosing the best option to achieve a desired
outcome. In management decision making is about
acting in a way that meets organizational goals and
objectives.

For example, a business manager may decide to invest

in marketing to attract new customers. This decision
could involve analyzing the costs, benefits, and risks
involved with each possible course of action and
choosing the best course of action for the organization.
CHARACTERISTICS OF DECISION MAKING IN MANAGEMENT
1. Rational-thinking
Rational thinking is a process in managerial decision making that helps us to make
sound decisions. It involves systematically analyzing options and choosing the best
course of action based on logic and evidence. To think rationally, we must first identify
our goals and objectives.
2. Process
Many people view decision making as a cold, rational process. However, there is much
more to it than simply choosing the most logical option. In reality, management decision
making is influenced by a variety of factors, both conscious and unconscious. For
example, our emotions play a role in the decisions we make, as do our personal values
and beliefs.
3. Selective
A key characteristic of managerial decision making is that it is selective. That is, deciding
involves picking the best options. There are many factors that influence what gets
selected, including the clarity of the options, the relevance of the criteria, and weighing
the various factors.
4. Purposive
A purposive approach to decision making is one that is based on the specific goals and
objectives of the individual or organization. This type of decision making takes into
account the desired outcome of the decision, and considers all of the available options
in order to select the best possible course of action.
5. Positive
Decision making process in management is an essential skill in any area of life, whether
you're choosing what to eat for lunch or deciding which company to work for. While there
are many different approaches to management decision making, there are some
common characteristics that tend to lead to positive outcomes.
6. Commitment
If you want to make successful decisions, it is crucial that you have commitment. This
means having the drive to see the decision through, even when it gets tough. It also
means being able to defend your decision to others, even if they do not agree with you.
7. Evaluation
Evaluation is a key characteristic of good decision making. This involves considering all
of the options and weighing their pros and cons before making a choice. It is important
to be as objective as possible when evaluating the different options, and to look at the
situation from all angles.
DECISION MAKING
PROCESS

Decision making is the process of making choices by

identifying a decision, gathering information, and assessing
alternative resolutions.

Using a step-by-step decision-making process can help you

make more deliberate, thoughtful decisions by organizing
relevant information and defining alternatives. This approach
increases the chances that you will choose the most satisfying
alternative possible.
Step 1: Identify the decision
You realize that you need to make a decision. Try to clearly define the nature of the
decision you must make. This first step is very important.
Step 2: Gather relevant information
Collect some pertinent information before you make your decision: what information is
needed, the best sources of information, and how to get it. This step involves both
internal and external “work.” Some information is internal: you’ll seek it through a process
of self-assessment. Other information is external: you’ll find it online, in books, from other
people, and from other sources.
Step 3: Identify the alternatives
As you collect information, you will probably identify several possible paths of action, or
alternatives. You can also use your imagination and additional information to construct
new alternatives. In this step, you will list all possible and desirable alternatives.
Step 4: Weigh the evidence
Draw on your information and emotions to imagine what it would be like if you carried out each of
the alternatives to the end. Evaluate whether the need identified in Step 1 would be met or resolved
through the use of each alternative. As you go through this difficult internal process, you’ll begin to
favor certain alternatives: those that seem to have a higher potential for reaching your goal.
Finally, place the alternatives in a priority order, based upon your own value system.
Step 5: Choose among alternatives
Once you have weighed all the evidence, you are ready to select the alternative that seems to be
best one for you. You may even choose a combination of alternatives. Your choice in Step 5 may
very likely be the same or similar to the alternative you placed at the top of your list at the end of
Step 4
Step 6: Take action
You’re now ready to take some positive action by beginning to implement the alternative you
chose in Step 5.
Step 7: Review your decision & its consequences
In this final step, consider the results of your decision and evaluate whether or not it has resolved
the need you identified in Step 1. If the decision has not met the identified need, you may want to
repeat certain steps of the process to make a new decision. For example, you might want to gather
more detailed or somewhat different information or explore additional alternatives.
 DECISION MAKING AND
PROBLEM SOLVING
Problem-solving is an analytical method to identify potential
solutions to a situation. It's a complex process and judgment
calls, or decisions, may have to be made on the way. The
primary goal is to find the best solution. Problem-solving
involves identifying an issue, finding causes, asking questions
and brainstorming solutions. Gathering facts helps make the
solution more obvious.

Decision-making is the process of choosing a solution

based on your judgment, situation, facts, knowledge or a
combination of available data. The goal is to avoid potential
difficulties. Identifying opportunity is an important part of the
decision-making process. Making decisions is often a part of
problem-solving.
 WHY PROBLEM-SOLVING AND
DECISION-MAKING ARE IMPORTANT
Problem-solving and decision-making skills are both important because
they can help you navigate a variety of situations that might come up at
work. They complement one another and can resolve many of the same
issues. Both problem-solving and decision-making involve critical thinking.
Problem-solving and decision-making apply to all careers and industries.
Because both can help companies by resolving complex situations and
problems, employers typically value these skills in job candidates. They
show you can think through various scenarios and make sound decisions
that are good for the company.
 HOW TO USE PROBLEM-SOLVING AND
DECISION-MAKING SKILLS
1. Define the issue
The first step is to define the problem or issue. Once you've pinpointed the issue, analyze it and
think about what might have caused it. Try to identify any smaller issues within the main problem.
It's important to understand the issue before you start thinking about potential solutions and
decisions. Having a clearly defined problem can make it easier to make decisions later on in the
process. Define or state your issue in as specific terms as possible so it's easy to understand.
2. Brainstorm different approaches
After you've defined and analyzed the issue, you can begin brainstorming different approaches
to resolving it. In an effort to see all sides of the problem, try to get feedback from mentors and
people involved with the issue. You can also think about how you've solved past problems similar
to the current issue. Be sure to consider both short- and long-term approaches to the issue.
Additionally, think about how potential approaches align with your company's mission and goals.
3. Evaluate different approaches
After you've brainstormed approaches, it's time to evaluate them. Think through all the
pros and cons for each option, and consider how each one would affect your organization.
Think about the different resources that each decision would require. Taking all these
factors into consideration can help you make the best decision for your company.
4. Make your decision
Once you have evaluated your different approaches, it's time to make your decision.
5. Implement your decision
After you've made your decision, you can decide how to implement it. Start by identifying
primary objectives and deliverables and creating deadlines. Then, outline specific steps to
meet the objectives. In the implementation plan, you can include those who are involved
with the issue and assign responsibilities to the employees. Then, share your plan with
everyone involved with the issue and get feedback.
6. Monitor your progress
Once your plan is in place, be sure to monitor your progress. Determine whether you've
met your plan's objectives. You can also get feedback from those involved or collect data
to gauge the effectiveness of your decision. Adjust your plan if needed, or return to your
brainstorm of potential solutions if a new decision is required.
REFERENCES

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nature-of-stress/
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rmation%20and%20defining%20alternatives.
[Link]
management
[Link]
decision-making
 THANK
YOU
COLLEEN KATHE WONG
ROSH EISEN RAMOS
JOHN LESTER ARAGON
PIERR PILLO,
ERICA AUBREY KO
VILLAREAL