08組織變革與組織文化-全文預(yù)覽
【正文】 its.(Having more work to acplish than time permits.) ? Role ambiguitthe is created when role expectations are not clearly understood and the employee is not sure what he or she is to do.(When role expectations are not clearly understood.) ? (3)Interpersonal demands are pressures created by other employee. Lack of social support from colleagues and poor interpersonal relationships can cause considerable stress, especially among employee with a high social need. ? (4)Organization structure can increase stress. Excessive rules and an employee’s lack of opportunity to participate in decisions that affect him or her are examples of structural variables that might be potential sources of stress. ? (5)Organizational leadership represents the supervisory style of the anization’s pany officials. ? Some managers 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 don’t measure up. This style of leadership flows down through the anization to affect all employees. ? Personal factors ? Personal factors that can create stress include family issues , personal economic problems, and inherent personality characteristics. ? Because employees bring their personal problems to be understanding of these personal factors. There is also evidence that employees’ personalities have an effect on how susceptible they are to stress. The most monly used labels for these personality traits are Type A and Type B. ? Type A personality is characterized by chronic feelings of a sense of time urgency , an excessive petitive drive , and difficulty accepting and enjoying leisure time. The opposite of Type A is Type B personality . ? Type B personality :People who are relaxed and easygoing and accept change easily. ? are the symptoms of stress? ? There are three general ways that stress reveals i
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