©2007 the mcgraw-hill companies, inc., all rights reserved chapter fifteen stress and counseling
TRANSCRIPT
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Chapter Fifteen
Stress and Counseling
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Employee Stress
Typical Symptoms
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Extreme Products of Stress
Employees need resilience
• Effects dependent on length and strength of stress, and employee’s recovery power
Burnout
• Symptoms and effects• Workaholics
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Extreme Products of Stress
Workplace Trauma
• Causes• Attitudinal clues• Fears of physical harm• Workplace violence• Posttraumatic stress disorder
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Causes, Types, and Consequences of Stress
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Frustration
The result of a motivation being blocked
• Defense mechanisms• Types of reactions
Sources of frustration
• Hassles• Abusive supervision
Supportive management is needed
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Stress and Job Performance
Effects of Stress on Performance
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Approaches to Stress Management
Three Approaches
• Prevent• Escape• Cope
Types of Support
• Social • Relaxation• Sabbaticals• Personal wellness
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The Manager’s Counseling Role
Counseling is part of the job
• Training is needed• Most problems are a combination of factual and
emotional content
Don’t look for emotional content if a rational answer problem solves the problem
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Types of Counseling
A continuum of counseling styles
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Iceberg Model of Counseling
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Types of Counseling
Effective Managers
• Are aware of the alternatives available• Have the skills to be comfortable with each
method• Have the analytical ability to make a choice that
fits the situation
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Weaknesses of Committees
Symptoms of Groupthink
• Self-censorship of critical thoughts
• Rationalization that what they are doing is acceptable to others
• Illusion of invulnerability
• Reliance on self-appointed mind-guards
• Illusion of unanimity without testing for it
• Stereotyping others outside the group
• Illusion of morality
• Pressure on dissidents to give in and conform
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Chapter Sixteen
OrganizationalBehavior Across Cultures
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Multinational Organizations
A global economy is now a realityMultinational organizations add new dimensions to
organizational behaviorAs communication lines lengthen, control becomes
more difficultManaging technical aspects is easier than
managing social factorsCultural predicaments often arise
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Conditions Affecting Multinational Operations
Legal and Ethical Conditions
• Contrasting local mores, customs, and ethical behaviors
• Foreign Corrupt Practices Act of 1977• Title VII of the Civil Rights Act of 1964• Women as expatriates• Male-dominated cultures
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Conditions Affecting Multinational Operations
Political Conditions
• Instability and nationalism• Organized labor• Layoff and transfer restrictions
Economic Conditions
• Per capita income• Rapid inflation• Unequal distribution of wealth• Constrains stability, security, and human
resource development
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Conditions Affecting Multinational Operations
Individual Differences
• Individualism/collectivism• Power distance• Uncertainty avoidance• Masculinity/femininity• Time orientation
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Managing an International Workforce
Multiculturalism
• Leadership styles• Communication patterns• Other practices
Expatriates
• Parent-country nationals• Third-country nationals
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Cultural Adaptation
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Phases of Cultural Shock
Excitement and stimulationDisillusionmentInsecurity and disorientationAdaptation
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Overcoming Barriers to Cultural Adaptation
Careful selection
• Desire and support• Cultural intelligence
Compatible assignments
• Socio-cultural clusters Anglo-American, Latin European, Latin
American, Pacific Rim, Central European
Predeparture training
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Overcoming Barriers to Cultural Adaptation
Orientation and support in new country
• Mentors• Incentives and guarantees• Zenophobia
Preparation for reentry
• Reverse cultural shock
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Cross-Cultural Communication
Nonverbal Communication• Time efficiency• Thought patterns• Need for personal space• Eye contact• Physical appearance• Posture• Gestures• Silence• Values placed on seeing the future• Touch