Dealing with Stress and Ambiguity in Organizations

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JOMO KENYATTA UNIVERSITY OF AGRICULTURE AND TECHNOLOGY

Dealing with Stress and Ambiguity in Organizations

Group Assignment
STUDENTS NAME: 1. DANIEL NDERI- HD313-C006-3244/2012 2. PATRICK LIVONDOLO HD313-C006- 3243/2012 3. TIMOTHY NYAUCHO HD313-C006-3333/2012

COURSE INSTRUCTOR: Dr. NYONGESA PAUL

UNIT: HR3102- ENTREPRENEURIAL BEHAVIOUR

MSC ENTREPRENEURSHIP –JKUAT (KISII CAMPUS)

TABLE OF CONTENTS
Title Page i
Table of contents ii
1.0 Introduction 1
2.0 Symptoms of Stress 2
3.0 Causes of Stress 3
4.0 Managing Stress 5
5.0 Role Ambiguity 8
6.0 Conclusion 10

References
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* Cribbing, over-reacting, arguing, getting irritated, anxiety, etc. * Deteriorating health, more of accidents, etc. * Improper eating habits (over-eating or under-eating), excessive smoking and drinking, sleeplessness, etc.
3.0 Causes of Stress
Stressors can be divided into those that arise from within an individual (internal), and those that are attributable to the environment (external). Internal conflicts, non-specific fears, fears of inadequacy, and guilt feelings are examples of stressors that do not depend on the environment. Internal sources of stress can arise from an individual 's perceptions of an environmental threat, even if no such danger actually exists. Environmental stressors are external conditions beyond an individual 's control. Bhagat (1983) has reported that work performance can be seriously impaired by external stressors. There are many aspects of organizational life that can become external stressors. These include issues of structure, management 's use of authority, monotony, a lack of opportunity for advancement, excessive responsibilities, ambiguous demands, value conflicts, and unrealistic workloads. A person 's non-working life (e.g., family, friends, health, and financial situations) can also contain stressors that negatively impact job performance. This can be summarized as follows. i. Organizational factors- With the growth in organizational stress and

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