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Organizational factors that cause stress

By Steven Davis,2014-01-17 20:23
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Organizational factors that cause stressthat,cause

    Organizational factors that cause stress

    Numerous factors within the organization can cause stress. Pressures to avoid errors or

    complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples. Weve categorized these factors

    around task, role, and interpersonal demands, organization structure, organizational leadership, and the organizations life stage.

    (1) Task demands

    Task demands are factors related to a persons job. They include the design of the

    individuals job (autonomy, task variety, degree of automation), working conditions,

    and the physical work layout. The more interdependence between a persons tasks

    and the tasks of others, the more potential stress there is. Autonomy tends to lessen

    stress.

    (2) Role demands

    Role demands relate to pressures placed on a person as a function of the particular

    role he plays in the organization.

    Role conflicts create expectations that may be hard to reconcile or satisfy.

    Role overload is experienced when the employee is expected to do more than time

    permits.

    Role ambiguity is created when role expectations are not clearly understood and the

    employee is not sure what he is to do.

    (3) Interpersonal demands

    Interpersonal demands are pressures created by other employees. Lack of social

    support from colleagues and poor interpersonal relationships can cause considerable

    stress, especially among employees with a high social need.

    (4) Organizational structure

    Organizational structure defines the level of differentiation in the organization, the

    degree of rules and regulation, and where decisions are made. Excessive rules and lack of participation in decisions that affect an employee are examples of structural variables that might be potential sources of stress.

    (5) Organizational leadership

    Organizational leadership represents the managerial style of the organizations

    senior executives. Some chief executive officers create a culture characterized by tension, fear, and anxiety. They establish unrealistic pressures to perform in the short run, impose excessively tight controls, and routinely fire employees who dont

    measure up.

    (6) Organizations life cycle

    Organizations go through a cycle. Theyre established; they grow, become mature,

    and eventually decline. An organizations life stagethat is, where it is in this four

    stage cyclecreates different problems and pressures for employees. The

    establishment and decline stages are particularly stressful. The former is characterized by a great deal of excitement and uncertainty, whereas the latter typically requires cutbacks, layoffs, and a different set of uncertainties. Stress tends to be least in maturity where uncertainties are at their lowest point.

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