Organizational factors:
1 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.
2 Task demands are factors related to a person’s job.
 They include the design of the individual’s job (autonomy, task variety,
degree of automation), working conditions, and the physical work layout.
3 Role demands relate to pressures that are a function of the role an individual plays
in an 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.
4 Interpersonal demands are pressures created by other employees.
5 Organizational structure defines the level of differentiation in the organization, the
degree of rules and regulations, and where decisions are made.
 Excessive rules and lack of participation in decisions might be potential sources of stress.
6 Organizational leadership represents the managerial style of the organization’s
senior executives.
7 Organizations go through a cycle.
 They’re established, they grow, become mature, and eventually decline.
 The establishment and decline stages are particularly stressful.
 Stress tends to be least in maturity where uncertainties are at their lowest ebb.
b
Organizational approaches to managing stress:
1 Improved personnel selection and job placement
• Example:
2 Use of realistic goal setting, redesigning of jobs
• Example:
3 Training
• Example:
4 Increased employee involvement
• Example:
5 Improved organizational communication
• Example:
6 Establishment of corporate wellness programs.
• Example: