UNIT V

Group Dynamics
Group Dynamics: Types of Groups, Stages of Group Development, Group Behaviour, and
Group Performance Factors, Organizational conflicts: Reasons for Conflicts, Consequences of
Conflicts in Organization, Types of Conflicts, Strategies for Managing Conflicts,
Organizational Climate and Culture, Stress, Causes and effects, coping strategies of stress.
Group Dynamics-Introduction
Definition:
Meaning and Definitions of Group Dynamics
The term ‘group dynamics’ means the study of forces within a group. Since human beings have
an innate desire for belonging to a group, group dynamism is bound to occur. In an organization
or in a society, we can see groups, small or large, working for the well-being.
The social process by which people interact with one another in small groups can be called
group dynamism. A group has certain common objectives & goals. Because of which members
are bound together with certain values and cultures.
Types of groups
There are two types of groups an individual forms. They are formal groups and informal
groups. Let us know about these two groups.
Formal Groups
These are the type of work groups created by the organization and have designated work
assignments and rooted tasks. The behavior of such groups is directed toward achieving
organizational goals.
These can be further classified into two sub-groups −
Command group – This group consists of individuals who report directly to the manager.
Interest group − It is a group formed by individuals working together to achieve a specific
objective. Example − A group of workers working on a project and reporting to the same
manager is considered as a command group. A group of friends chilling out together is
considered as interest group or say members of a club.
Informal Groups
These groups are formed with friendships and common interests. These can be further
classified into two sub-groups −
Task group − Those working together to finish a job or task is known as task group.
Friendship group − Those brought together because of their shared interests or common
characteristics is known as friendship group.
Stages of Group Development
There are 5 stages of group development. They are
Forming.
Storming.
Norming.
Performing.
Adjourning.
Forming
The first stage of group development is known as the forming stage. The forming stage
represents a time where the group is just starting to come together and is characterized by
anxiety and uncertainty.
Members are cautious with their behavior, which is driven by the desire to be accepted by all
members of the group. The focus for group members during the forming stage is to become
familiar with each other and their purpose, not on work.
Typical outcomes of the forming stage include things like gaining an understanding of the
group’s purpose, determining how the team will be organized and who will be responsible for
what, discussing milestones or phases of the group’s goal, outlining general group rules and
discovery of what resources will be available for the group to use.
Storming
The second stage of group development is known as the storming stage. The storming stage is
where conflict and competition are at its greatest. This is because now that group members
have an understanding of the task and a general feel for who they are as a group, they feel
confident and begin to address some of the more important issues surrounding the group.
The storming stage is where the more dominant of the group members emerge, while other,
less confrontational members stay in the comfort and security of suppressing their feelings just
as they did in the previous stage.
All members have an increased need for clarification. Questions surrounding leadership,
authority, rules, responsibilities, structure, evaluation criteria and reward systems tend to arise
during the storming stage.
Norming
Once a group receives the clarity that it so desperately needs, it can move on to the third stage
of group development, known as the norming stage.
The norming stage is the time where the group becomes a cohesive unit. Morale is high as
group members actively acknowledge the talents, skills and experience that each member
brings to the group. A sense of community is established and the group remains focused on the
group’s purpose and goal. Members are flexible, interdependent and trust each other.
Leadership is shared, and members are willing to adapt to the needs of the group. Information
flows seamlessly and is uninhibited due to the sense of security members feel in the norming
stage.
Performing
At its peak, the group moves into the fourth stage of group development, known as the
performing stage. The performing stage is marked by high productivity.
Group members are unified, loyal and supportive. Competence in all members is seen, allowing
for a high level of autonomy in decision making. Problem solving, experimentation and testing
possible solutions are high as group members are focused on task completion and achievement.
The overall objective of the group during the performing stage is to complete their mission.
Adjourning
For permanent work groups, performing is the last stage in their development.
However, for temporary committees, teams, task forces, and similar groups that have a limited
task to perform, there is an adjourning stage.
Even the most successful groups, committees, and project teams disband sooner or later. Their
breakup is called adjournment, which requires dissolving intense social relations and returning
to permanent assignments.
The adjournment stage is becoming even more frequent with the advent of flexible
organizations, which feature temporary groups.
Group Behavior
Individuals form groups. They live in groups. They move in groups. They work in groups.
Groups are important. They influence work and work behavior. They cannot be ignored. They
exert a significant influence on the organization. They are inseparable from the organization.
They are useful for the organization. They form the foundation of human resources. The study
of group behavior is important. Individual and group behavior differs from each other. Group
behavior affects productivity
The importance of group behavior has been realized from time to time. Elton Mayo and his
associate’s way back in 1920 conducted the famous Hawthorne experiments and came to know
that the group behaviour have a major impact on productivity.

4 Main Factors that Influence Group Performance within Organisations

There are several factors influencing the performance of groups. The prominent among these
are as follows:
(1) Composition of the Group:
It refers to the extent of homogeneity in members of the group. If members of the group are
similar in one or more ways such as their age, teaching experience, qualifications, expertise,
cultural background and several other such variables which are important for work
performance, then the group is said to be homogeneous. In a command group, it is essential
that the members are homogeneous in terms of expertise though they may be different in terms
of age or teaching experience.
A homogeneous group is likely to be more beneficial when:
(i) The tasks are simple
(ii) The tasks are arranged in a sequential order;
(iii) Co-operation is necessary in task performance; and
(iv) The task is to be completed in short time span.
A heterogeneous group is likely to be more beneficial when:
(i) The tasks are complex;
(ii) The tasks require a collective effort;
(iii) The tasks require new and creative alternatives/solutions; and
(iv) There is ample time to perform the tasks;
A homogeneous group could have fewer differences of opinions and conflicts, more interaction
and better communication as compared to a heterogeneous group.
(2) Size of the Group:
It refers to the number of members in the group. The size of the group influences group
performance. If on account of its size, the group has more resources at its disposal, it may be
able to perform many independent tasks. It may be able to generate more ideas and solutions.
However, if a group is very large, the interactions among the members become complex and
communication may become more difficult thereby leading to disagreements. But if such a
large group has prepared a formal procedure or agenda discussions can be controlled and work
may proceed smoothly.
The optimum and effective group size depends on:
(a) Members’ interactions and mutual influence;
(b) Maturity of individual members of the group;
(c) Task-it nature;
(d) Maturity of the group;
(e) Ability of the manager in handling the group, managing communications, handling conflicts
and handling procedures,
There is no specified group size for effective task performance. It depends of the situation and
can vary between three and fifteen or more.
(3) Norms:
According to Davis (1964), a norm refers to a standard against which the appropriateness of
behaviour is judged. Thus, a norm determines expected behaviour in a particular circumstance.
A group determines its norms during the second stage of its formation and continues it till the
fourth stage. Norms help in predicting other people’s behaviours and enable people to behave
in an acceptable manner. Norms prevent chaos.
A norm is developed through an interaction of factors such as the traditions of the group, the
nature of tasks, the situation and the personality characteristics of members. If a norm is not
conformed to by an individual, he/she may receive verbal abuse or physical threat, boycott, or
removal from the group.
However, norms can only regulate behaviour of its members. It has no control over their
thoughts, beliefs, feelings, or personal emphasis on values.
(4) Cohesiveness:
It refers to a group’s commitment towards staying together resulting from the forces operating
on members to do so. The forces responsible for cohesiveness are an attraction to the group,
motivation to stay in the group, and resistance to leaving the group.
If the group is composed of homogeneous individuals, has reached maturity in its development,
its size is not very large, interactions among its members are frequent, its goals are clear, there
is competition with outsiders or threats from external factors, and is concerned about
effectiveness with regard to reaching the goals enhance the cohesiveness of groups. High levels
of cohesiveness lead to goal accomplishment, job satisfaction, improved interactions, and
synergy.
Organizational Conflict
Organizational Conflict also known as workplace conflict, is described as the state of
disagreement or misunderstanding by individuals or groups within the organization resulting
from opposing needs, ideas, beliefs, values, or goals.

At the workplace, whenever, two or more persons interact, conflict occurs when opinions
with respect to any task or decision are in contradiction.

A common example of organizational conflict occurs when workers advocate for higher pay
and the business owner or management wants pay levels to remain the same.

Factors Influencing Organizational Conflict

1. Unclear Responsibility: If there is lack of clarity, regarding who is responsible for which
section of a task or project, conflict takes place. And, to avoid this situation, the roles and
responsibility of the team members should be stated clearly and also agreed upon by all.
2. Interpersonal Relationship: Conflicts at the workplace are often caused by interpersonal
issues between the members of the organization. Every member of an organization
possesses different personality, which plays a crucial role in resolving conflict in an
organization.
3. Scarcity of Resources: One of the main reasons for occurrence of conflict in an
organization is the inadequacy of resources like time, money, materials etc. due to which
members of the organization compete with each other, leading to conflict between them.
4. Conflict of Interest: When there is a disorientation between the personal goals of the
individual and the goals of the organization, conflict of interest arises, as the individual
may fight for his personal goals, which hinders the overall success of the project.

Types of Organizational Conflict

1. Intra-individual/Intra-personal Conflict
Conflict can be intra-personal, where an individual’s objective and vision differs from
his/her company’s overall vision.
Intrapersonal conflict occurs within an individual. The experience takes place in the
person’s mind. Hence, it is a type of conflict that is psychological involving the
individual’s thoughts, values, principles and emotions.
For example, a secretary may have to lie on instructions that her boss is not in the office
to avoid an unwanted visitor or an unwanted telephone call. This may cause a conflict
within the mind of the secretary who may have developed an ethic of telling the truth.

In addition to these value conflicts, a person may be faced with a role conflict. For
example, a police officer may be invited to his brother’s wedding where he may find that
some guests are using drugs which are against the law. It may cause conflict in his mind
as to which role he should play – as of a brother or as of a police officer.

2. Inter-personal conflict
Interpersonal conflict is the conflict between two individuals of the organization.
Basically, this occurs because of some differences in people. We have varied
personalities which usually lead to incompatible choices and opinions.
This may involve conflict between two managers who are competing for limited capital
and manpower resources.
Another type of interpersonal conflict can relate to disagreements over goals and
objectives of the organization. A college or a university may have a policy of quality
education so that only top quality students are admitted while some members of the
organizational board may propose an “open admission” policy where all high school
graduates are to be considered for admission. Such asituation can cause conflicts among
the members of the governing board.

3. Intra-group Conflict

Intragroup conflict occurs among individuals within a team. These are conflicts that
typically involve more than one person within a group. The incompatibilities and
misunderstandings between team members lead to intragroup conflict. It starts from
interpersonal disagreements like team members have different personalities which may
lead to tension or differences in views and ideas.
 For example, in some restaurants, all tips are shared equally by all waiters and waitresses.
Some particular waitress who may be overly polite and efficient may feel that she
deserves more, thus causing conflict between her and the group.

Similarly, if a group is going on strike for some reasons, some members of the group
may not agree with these reasons or simply may not be economically able to afford to go
on strike, thus causing conflict with the group.

4. Inter-group conflict

Intergroup conflict occurs when a misunderstanding arises among different teams within
an organization.

This is due to the varied sets of goals and interests of these different groups. In addition,
competition also contributes for intergroup conflict to arise. There are other factors
which fuel this type of conflict. Some of these factors may include a rivalry in resources
or the boundaries set by a group to others which establishes their own identity as a team.
For example, sales people who depend upon their commission as a reward for their
efforts may promise their customers certain quantity of the product and delivery times
which the production department may find impossible to meet thus causing conflict
between the two units.

5. Inter-organizational Conflict

Inter-organizational conflict is the conflict that arises across different organizations.

When different businesses are competing against one another, this is an example of inter-
organizational conflict.

Conflict also occurs between organizations which are dependent upon each other in some
way. This conflict may be between buyer organizations and supplier organizations about
quantity, quality and delivery times of raw materials and other policy issues.

Causes of Organizational Conflict

 Managerial Expectations: Every employee is expected to meet the targets,imposed

by his/her superior and when these expectations are misunderstood or not fulfilled
within the stipulated time, conflicts arises.
 Communication Disruption: One of the major causes of conflict at the workplace is
disruption in the communication, i.e. if one employee requires certain information
from another, who does not respond properly, conflict sparks in the organization.
 Misunderstanding: Misunderstanding of information, can also alleviate dispute in
organization, in the sense that if one person misinterpret some information, it can lead
to series of conflicts.
 Lack of accountability: If in a project, responsibilities are not clear and some mistake
has arisen, of which no member of the team wants to take responsibility can also
become a cause of conflict in the organization.
Stages of Conflict

There are five stages in a conflict.

1. Latent Stage: In the “Latent Stage,” the first stage in the five stages of conflict,
people may be in conflict without being aware that they are in conflict. An
example of this could be that a server at a restaurant may have inputted an order
incorrectly and the food being made for a table is the wrong food. The manager
and table do not know this yet and conflict has not arisen yet.
2. Perceived Stage: The “Perceived Stage” is when the people involved in a conflict
become fully aware that there is a conflict, so the table has now been made aware
and complained to management. Management will now go over to speak with
the employee about it.
3. Felt Stage: During the “Felt Stage” stress and anxiety are felt by one or more of
the participants due to the conflict, the manager does not enjoy causing conflict
and the employee does not enjoy being under scrutiny.
4. Manifest: This will undoubtedly lead to the “Manifest Stage,” during which the
conflict can be observed. The Manifest Stage can take a number of shapes
including: e-mails, phone calls, phone messages, face-to-face meetings, or any
situation in which the conflict could be observed. When the manager pulls the
employee aside to speak with him or her, others perceive the conflict and it has
manifested.
5. Aftermath: The final stage is the “Aftermath Stage,” which takes place when
there is some outcome of the conflict, such as a resolution to, or dissolution of,
the problem. When the manager corrects the mistake with the customer and takes
appropriate steps to ensure the server is more careful in the future.

Conflict resolution

Conflict resolution is a way for two or more parties to find a peaceful solution to a
disagreement among them.

From a conflict resolution perspective, conflicts can and must be resolved bytaking into
account the needs of the people affected by the conflict. In other words, for a solution to
be lasting, it must meet the needs of all those involved in the conflict.

A solution, in which one party’s needs are met at the expense of the needs of the other
party, is neither just nor likely to last for a long.

Resolving a conflict ends the dispute by satisfying the interests of both parties. Successful
conflict resolution depends on the ability to regulate stress and emotions.

During conflict, strong emotions appear which can hurt feelings. When a person deals
with a conflict in a healthy way, it increases understanding among people, builds trust
and strengthens relationships
 Conflict resolution is only a five-step process:

Step 1: Identify the source of the conflict. The more information we have about the cause
of the conflict, the more easily we can help to resolve it. To get the information we need,
use a series of questions to identify the cause, like, “Howdid this incident begin?”
As a manager or supervisor, we need to give both parties the chance to share their side
of the story. It will give us a better understanding of the situation.
Step 2: Look beyond the incident. The source of the conflict might be a minor problem
that occurred months before, but the level of stress has grown to the point where the two
parties have begun attacking each other personally instead of addressing the real
problem. In the calm of our office, we can get them to look beyond the triggering incident
to see the real cause. Once again, probing questions will help.
Step 3: Request solutions. After getting each party’s viewpoint on the conflict, thenext
step is to get each to identify how the situation could be changed. Again, question the
parties to solicit their ideas: “How can you make things better between you?”
Step 4: Identify solutions both disputants can support. We are listening for the most
acceptable course of action. Point out the merits of various ideas, not only from each
other’s perspective, but in terms of the benefits to the organization. For instance, we
might point to the need for greater cooperation and collaboration to effectively address
team issues and departmental problems.
Step 5: Agreement. The mediator needs to get the two parties to shake hands andagree to
one of the alternatives identified in Step 4. Some mediators go as far as to write up a
contract in which actions and time frames are specified.
Conflict Resolution Strategy
1: Avoiding
Avoiding is when people just ignore or withdraw from the conflict. They choose this
method when the discomfort of confrontation exceeds the potential reward of resolution
of the conflict. While this might seem easy to accommodate for the facilitator, people
aren’t really contributing anything of value to the conversation and may be withholding
worthwhile ideas. When conflict is avoided, nothing is resolved.
2: Competing
Competing is used by people who go into a conflict planning to win. They’re assertive
and not cooperative. This method is characterized by the assumption that one side wins
and everyone else loses. It doesn’t allow room for diverse perspectives into a well
informed total picture. Competing might work in sports or war, but it’s rarely a good
strategy for group problem solving.
3: Accommodating
Accommodating is a strategy where one party gives in to the wishes or demands of
another. They’re being cooperative but not assertive. This may appear to be a gracious
way to give in when one figures out s/he has been wrong about an argument. It’s less
helpful when one party accommodates another merely to preserve harmony or to avoid
disruption. Like avoidance, it can result in unresolved issues. Too much accommodation
can result in groups where the most assertive parties commandeer the process and take
control of most conversations.
 4: Collaborating
Collaborating is the method used when people are both assertive and cooperative. A
group may learn to allow each participant to make a contribution with the possibility of
co-creating a shared solution that everyone can support.
5: Compromising
Another strategy is compromising, where participants are partially assertive and
cooperative. The concept is that everyone gives up a little bit of what they want, and no
one gets everything they want. The perception of the best outcome when working by
compromise is that which “splits the difference.” Compromise is perceived as being fair,
even if no one is particularly happy with the final outcome.
Organizational Climate
Organizational climate entails an organization's unique culture, which can create a distinct
atmosphere surrounding all organizational members. An organizational climate implies the
values and perceptions of organizational members regarding their organization and work
environment.
Various experiences and interactions can determine an organizational climate. For example,
we can build an organizational climate on the frequency managers are willing to help their
employees at work, how managers and peers treat specific individuals, etc.
Importance of Organizational Climate
A positive and unique organizational climate can be critical to every company.
First, an organizational climate can assist companies in measuring their employees' perceptions
about various business-related aspects such as work environments, policies, regulations,
business practices, communication patterns, etc. For instance, businesses can measure their
organizational climate to gauge how their employees feel and think about their policies,
organizational culture, or practices. Thus, the management team can ensure that organizational
members align with the organization's goals, visions, and strategies.
Second, similar to organizational culture, an organizational climate can create a common
ground of beliefs and perceptions to which all organizational members belong. In this sense,
the organizational climate can enhance organizational commitment, which tightens the bond
between employees and their organizations.
Studies have shown that the happier employees are, the higher their productivity is, and
therefore, the more successful the overall organizational performance gets. Thereby, by having
a good organizational climate that employees feel happy to work for, organizations can
indirectly influence their business performance for the better.
Types of Organizational Climate
There are, indeed, several types of organizational climates at work. The following are some
most prominent types of organizational climates nowadays.
Types
Human-centric climate
An organizational climate that emphasizes the importance of caring for each other.

Rule-oriented climate
An organizational climate that prioritizes compliance with organizational rules and regulations
for every organizational member.

Innovation-oriented climate
An organizational climate that focuses on implementing innovative working styles and
processes to foster creativity and innovativeness at work.

Goal-oriented climate
An organizational climate that is result-driven. Thus, this organizational climate emphasizes
the realization of organizational values and perfectionism to attain desirable business
outcomes.

Organizational Climate Characteristics

Five common characteristics can shape an organizational climate at work.
They are:
General perception: the organizational climate is people's general perception of an
organization. It offers an understanding of people's impressions of the organization's internal
environment.
Abstract and intangible concept: an organizational climate is abstract and intangible in the
sense that it is subjective. Thus, an organizational climate is challenging to explain and measure
in units.
Unique and distinct identity: an organizational climate gives an organization a unique and
distinctive identity that differs from other organizations.
Long-standing quality: an organizational climate cannot be built overnight. In other words,
organizations must spend a long time and consistent efforts in shaping their desirable
organizational climate.
Multi-dimensional concept: an organizational climate is multi-dimensional given that it
involves various dimensions at work, such as individual autonomy, leadership style,
communication, organizational conflicts, teamwork, etc.
Organisational Culture
Organizational culture includes an organization’s expectations, experiences, philosophy, as
well as the values that guide member behavior, and is expressed in member self-image, inner
workings, interactions with the outside world, and future expectations. Culture is based on
shared attitudes, beliefs, customs, and written and unwritten rules that have been developed
over time and are considered valid
Business leaders are vital to the creation and communication of their workplace culture.
However, the relationship between leadership and culture is not one-sided. While leaders are
the principal architects of culture, an established culture influences what kind of leadership is
possible
WORKPLACE CULTURE DIFFERENCES
Person Culture and Market Culture
Person culture is a culture in which horizontal structures are most applicable. Each individual
is seen as more valuable than the organization itself. This can be difficult to sustain, as the
organization may suffer due to competing people and priorities
Adaptive Culture and Adhocracy Culture
Adaptive cultures value change and are action-oriented, increasing the likelihood of survival
through time (Costanza et al., 2015). Adhocracy cultures are dynamic and entrepreneurial, with
a focus on risk-taking, innovation, and doing things first
Power Culture, Role Culture, and Hierarchy Culture
Power cultures have one leader who makes rapid decisions and controls the strategy. This type
of culture requires a strong deference to the leader in charge (Boundless, 2015). Role cultures
are where functional structures are created, where individuals know their jobs, report to their
superiors, and value efficiency and accuracy above all else
Task Culture and Clan Culture
In a task culture, teams are formed with expert members to solve particular problems. A matrix
structure is common in this type of culture, due to task importance and the number of small
teams in play (Boundless, 2015). Clan cultures are family-like, with a focus on mentoring,
nurturing, and doing things together
Organisational Stress
Organisational stress can be described as a cognitive, behavioural and emotional response to
the harmful and aggressive aspects of the work, organisational climate and work environment.
When an employee feels uneasy and helpless in solving tasks, such a condition comes under
organisational stress. In a work setting, people face various job-related issues, such as
discrimination, job dissatisfaction, and so on, which result in stress.
The term ‘stress’ refers to various kinds of pressures that people feel in life. It can be defined
as a reaction that people have towards excessive pressures caused by demands imposed on
them. It is created when individuals are not able to deal with changes happening around them.
Causes and Consequences of Stress
There can be many different situations or life events that can cause stress and there are also
some consequences to those stress.
Different Causes and Consequences of Stress:
Environmental Factors
These indicate various internal and external environmental factors, which are explained as
follows:
Economic uncertainties: These involve changes in the business cycle that may lead to stress.
For example, the COVID-19 Pandemic outbreak led to the nationwide lockdown, which
adversely impacted the businesses of many organisations and created a huge job crunch in the
economic system. As a result, employees faced lay-offs, pay cuts and delays in appraisals. Such
market conditions led to stress and anxiety among employees.
Political uncertainties: Political sources can also cause stress, directly or indirectly. For
example, in the COVID-19 Pandemic, the government has imposed various restrictions on the
functioning of public transport services and restaurants, which adversely impacted the revenues
of the affected parties/businesses. Therefore, political bans and restrictions also cause stress in
a business environment.
Technological uncertainties: These indicate changes taking place in the technology of an
organisation. If there is a sudden change in technology in an organisation, it may lead to stress
among employees. This happens because employees fear that they would be replaced with
people better acquainted with the new technology or with machines. For instance, the
installation of recharge vending machines at metro stations has reduced the need for manpower.
Organisational Factors
They signify factors that influence employees within the organisation. These factors are:
Pressures to avoid errors: An expectation of doing a job with perfection can make employees
stressed.
Completion of tasks in a limited time period: Time limits given to employees to achieve the
targets create pressure on their minds to work hard. As employees reach the end of the time
limit, they become more and more stressed, which also impacts their personal lives.
Demanding and insensitive boss: This indicates that a strict and demanding attitude of the boss
can make the subordinate stressed.
Too much competition: A fierce competition between colleagues can also be a source of stress.
Employees tend to behave unethically and are more likely to avoid creative behaviours to solve
problems.
Role ambiguity: It happens when employees lack clarity about their job role and are not sure
what they are expected to do.
Organisational structure: Too much distance between employees and employers, excessive
rules and regulations and absence of participative decision-making can make employees
stressed.
Reward system: This states that rewards are the most encouraging factors for any employee.
The employees continuously put in their best efforts for rewards due to which they always
remain under pressure and feel stressed.
Career development: This signifies that a lack of job security, promotion or demotion and
failure in the attainment of one’s career objectives can be a source of stress.
Individual Factors
These indicate inherent factors of an individual, which lead to stress. Such factors include the
following:
Family issues: These issues state that any kind of relationship problem or issue with family
can make an individual stressed. For instance, if an individual’s child is suffering from some
medical issue, it will affect his peace of mind, which will lead to stress and anxiety at his/her
workplace.
Personal economic problems: Any kind of financial problem can make an individual stressed.
The financial state of an individual affects his behaviour, attitude and perspective. For instance,
an individual in debt is more likely to get frustrated compared to the one who is financially
stable and healthy.
Inherent personality characteristics: The personality traits of employees can also be a source
of stress. For instance, when a person has anger issues, he/she may behave arrogantly with
colleagues which can lead to a stressful situation at the workplace.
Individual and Organisational Approaches to Stress Management
Two approaches to stress management are as follow:
Individual Approach
Organisational Approach
Individual Approach
The individual approach indicates that an employee can try to reduce stress at his/her personal
level. Some effective stress-buster strategies at the individual level are:
Time Management Techniques
These signify the methods that can be adopted to avoid stress caused due to pressure related to
time limits. The examples of time management techniques are given as follows:
 Making a list of activities that are to be done on a day
 Prioritising activities as per their importance and urgency
 Maintaining a diary in which all future appointments are listed
 Trying to deal with the most important work when you are most alert

Increasing Physical Exercise

This signifies that physical exercise not only makes an individual fitter but also helps reduce
stress. Besides, it also helps in building stamina, which keeps stress at bay. For instance, a
person with good physical health is more likely to stay active and confident at the workplace
and in life as compared to the one who does not indulge in physical exercise.
Relaxation Training
This indicates certain ways with the help which an individual can relax his/her body and mind.
For example, yoga and meditation.
Expanding Social Support Network
This refers to the social circle that comprises an individual’s relatives, friends and colleagues.
A social support network can help an individual in reducing stress.
Keeping a Stress Diary
This indicates maintaining a diary that can be helpful in managing stress. Many individuals
maintain a diary to express their feelings by writing them. The following things can be noted
down in a stress diary:
What are the things that made me stressed?
How does it make me feel physical?
How do I feel mentally?
How did I react to the situation?
What did I say to myself about the situation?
How can I avoid being stressed if a similar situation arises again?
Organisational Approach
The organisational approach includes different methods that can be used within an organisation
to manage stress among employees. These approaches make use of certain strategies that are
explained as follows:
Improved Personnel Selection and Job Placement
This signifies the fact that an organisation should judge the personality of personnel while
selecting them for a job. Some jobs are more stressful than others and different people respond
to a particular situation in a different ways. In case the organisation does not select a candidate
who is suitable for the job, the candidate may become stressed.
Realistic Goal Setting
This indicates that the performance-related goals of employees should be realistic. The
selection of realistic goals would lower the pressure on employees. For instance, a sales
employee if given an unrealistic target would be more likely to remain under stress. Therefore,
an organisation should always set realistic goals.
Redesigning of Jobs
This signifies a strategy according to which if the causes of stress are present in the job itself,
then the job needs to be redesigned to reduce the stress level. For redesigning a job, job rotation
or job enrichment can be carried out. For instance, if an employee is not performing well in
operations but possesses good technical knowledge of Excel and accounting, he/she can be
transferred to the finance department in order to utilise his/her skills better.
Increased Employee Involvement
This indicates that the more the involvement of employees, the more stress-free they would
feel. Increased employee involvement increases the motivational level of employees and makes
them feel less stressed.
Improved Organisational Communication
This states that the better the communication between employees and the top management, the
better would be their interpersonal relationships. This would make employees comfortable and
get rid of misunderstanding and confusion, which would result in lesser stress. For instance,
employees having trust and clarity of thoughts are more likely to communicate clearly with
colleagues which also improves organisational communication.
Establishment of Corporate Wellness Programs
This indicates the need for a strategy to make programmes focused on the employ- ee’s total
physical and mental conditions. Organisations organise various wellness programmes and yoga
sessions for employees to reduce mental stress. For instance, during the COVID-19 pandemic,
organisations organised wellness sessions over videoconferencing in order to make employees
feel motivated and stress-free.
Supportive Organisational Climate
This indicates the act of getting rid of faulty organisational practices and processes that act as
stressors. For instance, employees working in organisations with an open-door policy tend to
face less stressful situations at the workplace. Therefore, every organisation should try to
imbibe a positive and supportive organisational climate.
Career Planning and Counselling
This indicates strategic activities that help employees gain professional advice for their career
growth. Organisations having free training sessions and educational support for employees are
more likely to get successful as their employees are less stressed and more motivated to perform
better.
Stress Control Workshops and Employee Assistance Programs
These signify programs that can help individuals manage stress properly to avoid its ill effects.