Organizational behaviour

Organizational Behavior
OB model Implementation on
Pak Paints Pvt. Ltd.

www.pakpaints.com.pk

Presented To

Sir Amad un Nasar

Prepared By Humayun Khalid

Presented By
• Haroon Idrees (52-R) Group Leader
• Faisal Abbas (10-R) Member
• Muhammad Tayyab (03-R) Member
• Musharif Abbas (45-R) Member
• Humayun Khalid (04-R) Member


Vision Statement
“First priority to color one’s life”


Mission Statement
• Our mission is to maintain long
life relationship with our
internal and external
customers. We prefer our
clients and suppliers on first
priority. Our goal is total
customer satisfaction through
understanding our customer’s
current and future
requirements and emphasizing
quality and services.

Pak Paints History
• Establish in December 2011
• Strengths that give Edge
– Quality management,
– Best HRM practices,
– Internal and external customer loyalty,
– Best quality products.


Company Founders
• Founders
– Mr. Faisal Abbas
– Mr.Haroon Adrees
• HR Managers
– Mr.Muhammad Tayyab
– Mr. Musharaif Abbas
• Structure Layout and Culture Development
– Mr. Humayun Khalid Qureshi


Company Overview


Presenter

Name
Musharaif Abbas
Roll #. 45-R


The OB Model Stage 1


The OB Model individual Level
• Human input
– Ability:
– Biographical characteristics
– Age
– Gender
– Personality:
– Values
– Attitude
– Cognitive dissonance
– Perception
– Individual Decision Making
– Motivation Prepared By Humayun Khalid

Ability
• An individual’s capacity to perform the various tasks
in a job.
• Two types of abilities
– Intellectual abilities
– Physical abilities
• Intellectual abilities are abilities needed to perform mental
activities – for example thinking, reasoning, and problem
solving.
• Physical abilities the capacity to do tasks that demand
stamina, dexterity, strength,


Biographical characteristics

• Age
• Gender
• Race reservation category
• Length of service


Age

How much an employee is older
– In our organization we have following age groups
• Young employees (20-29 year age)
• Middle age employees (30-39 year age )
• Experienced employees (40+ year age persons)


Gender
• Co-workers
– Men
– Women
• Non consistent male – female differences in problem
• solving ability, analytical skills competitive drive,
• motivation, sociability or learning ability.

• Women are more willing to confirm to authority and
• that men are more aggressive and more likely then
• women to have expectation of success


Personality
• The sum total of ways in
which an individual reacts to
and interacts with other.

• Rather than looking parts of
the person, personality looks
some aggregate whole that is
greater than the sum of parts.


Personality Measurement
• Psychological test
• Structured technique
• Test is based on empirical research and
theoretical background.
• Test are valid , reliable , and standardized.
• Scores on personality test help on manager
forecast who the best bet for a job is.


Personality Measurement

• Personality is measured in three main ways.
– Self report surveys
– Observe rating surveys


Self report surveys

• completed by individual
• especially a concern when the survey is the
basis for employment


Observer ratings
• Developed to provide an independent
assessment of personality
• Coworkers could do the rating
• Observer-rating surveys are better predictor of
success


Big five-personality model
• Extraversion
• Agreeableness
• Conscientiousness
• Emotional stability
• Openness to experience


Other personality traits

• Core Self Evaluation
• Machiavellianism


Values
• Beliefs of a person or social group in which
they have an emotional investment (either for
or against something); "he has very
conservatives’ values.
• Values help people solve common human
problems for survival.
• Values tell people what is
good, beneficial, important, useful, beautiful,
desirable, constructive...etc.

Occupational Differences in Values
• Members of different occupational groups
espouse different values
• Salespeople rank social values less than the
average person, while professors value "equal
opportunity for all" more than the average
person.


Values across Cultures
• Cross-cultural differences often contribute to
failed business negotiations
• Different cultures value work differently.
• People for whom work is a central life interest
tend to work longer hours


Attitude
• An attitude is a fairly stable
evaluative tendency to respond
consistently to some specific
object, situation, person, or
category of people.
Belief + Value = Attitude à Behavior.


Changing Attitudes
• In PAK PAINT Manger Most attempts at
attitude change are initiated by a
communicator who tries to use persuasion of
some form to modify the beliefs or values of
an audience that supports a currently held
attitude.
• Techniques used to affect attitude change are
known as persuasion techniques.


Cognitive dissonance
• Feeling of tension experienced when certain
cognitions are contradictory or inconsistent
with each other.
• Dissonance theory suggests that engaging in
behavior that is not supported by our
attitudes might lead us to change our
attitudes to reduce the tension produced by
inconsistency.


Perception
• A process by which individuals organize and interpret
their sensory impressions in order to give meaning to
their environment
• Individuals behave in a given manner based not on the
way their external environment
• individual has personal perception in PAK PAINTS the
evidence suggests that what individuals perceive from
their work situation will influence their productivity
more than will the situation itself.
• Absenteeism, turnover, and job satisfaction are also
reactions to the individual’s perceptions.


Individual Decision Making

• Individuals think and reason before they act.
• in PAK PAINTS we find individuals looking for
solutions that satisfied rather than
optimize, injecting biases and prejudices into
the decision process, and relying on intuition.


We offer five suggestions
• Analyze the situation
• Be aware of biases
• Combine rational analysis with intuition
• Do not assume that your specific decision
style is appropriate for every job
• Try to enhance your creativity


Motivation
• Motivation is a term that refers to a process
that elicits, controls, and sustains certain
behaviors.
• Two methods are used in PAK PAINTS to
motivate the employees
– Intrinsic motivation
– extrinsic motivation


The OB Model Group Level Stage


Presenter

Muhammad Tayyab
Roll #.03-R


Change and stress
• Stress is the body's
reaction to a change
that requires a physical,
mental or emotional
adjustment or response.
• Change is the act,
process, or result of
altering or modifying:


Change and stress
• Change and stress in O.B model effect on all
individual, group and organizational level
because change and stress affects every level
of organization.
• PAK PAINTS overcome the problems of change
and stress in HR policies and practices by using
the computerized system.
• Engineers from China come after every fifteen
days to check the computerized system.

Group decision making
• Group decision making depend
on communication and it also
has two ways of relation with
leadership and trust
• PAK PAINTS structure is based
on employee involvement.
• Communication related to
group decision making when
person know with each other
their approaches such as
mental level, work style and
skills


The seven-step decision-making
model
– Identify the decision to be
made
– Analyze the issue under
discussion
– Establish criteria
– Brainstorm potential
solutions
– Evaluate options and select
the best one
– Implement the solution
– Monitor and evaluate the
outcome

Leadership
• Leadership is a process of
getting things done
through people.
• Three Dimensions
– Bottom-up leadership
– Thought leadership
– Leading by example


Trust
• Firm belief in the reliability, truth, ability, or
strength of someone or something.
• Trust is the necessary precursor for the
following:
– Feeling able to rely upon another person;
– Cooperating as a group;
– Taking thoughtful risks;
– Experiencing believable communication.


Benefits of Leadership and Trust

• Increased Efficiency
• Enhanced Unity
• Mutual Motivation


Group structure
• What is group?
• A collection of individuals wh
o have regular contact and
frequent
interaction, mutual influence,
common feeling and
who work together
to achieve a common set
of goals.”


Things contribute in group structure
• Communication
• Leadership and trust
• Team work
• Power & politics
• Conflicts


Presenter
Name
Haroon Idrees
Roll#. 52-R


Communication
• The exchange of thoughts, messages, or
information, as by speech, signals, writing, or
behavior. Communication must include both
the transfer and the understanding of
meaning.
• Ways of communication used in PAK
PAINTS
– Non-verbal communication
– Oral communication
– Written Communication
– Telephone
– Mobile
– Intranet
– Extranet
– Videoconferencing


Communication Functions
• Control member behavior.
• Foster motivation for what is to be done.
• Provide a release for emotional expression.
• Provide information needed to make
decisions.


Barriers to effective human
communication
• Physical barriers
• System design
• Attitudinal barriers
• Ambiguity of Words/Phrases
• Information Overload
• Physiological barriers
• Presentation of information


Power and politics
• A capacity that A has to
influence the behavior of B
so that B acts in
accordance with A’s wishes.
Leadership Power
Focuses on goal achievement. Used as a means for achieving goals.

Requires goal compatibility with Requires follower dependency.
followers.
Used to gain lateral and upward
Focuses influence downward. influence


Sexual Harassment: Unequal Power in
the Workplace
• Unwelcome advances, requests for sexual
favors, and other verbal or physical conduct
of a sexual nature.
• Steps taken by PAK PAINTS to Prevent
Sexual Harassment
– Make sure a policy against it is in place.
– Ensure that employees will not encounter retaliation if
they file a complaint.
– Investigate every complaint and include the human
resource and legal departments.
– Make sure offenders are disciplined or terminated.
– Set up in-house seminars and training.


Impression Management
• The process by which individuals attempt to
control the impression others form of them.
• IM Techniques in PAK PAINTS
– Conformity
– Excuses
– Apologies
– Self-Promotion
– Flattery
– Favors
– Association

Conflict
• A process that begins when one
party perceives that another party
has negatively affected, or is about
to negatively affect, something that
the first party cares about.
• Types of Conflict that arises
mostly in PAK PAINTS
– Task Conflict
– Relationship Conflict
– Process Conflict


Conflict Management Techniques
adopt by our management
• Problem solving
• Super ordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Communication
• Bringing in outsiders
• Restructuring the group

Positive effects of conflicts
Management
• Increased group performance
• Improved quality of decisions
• Stimulation of creativity and innovation
• Encouragement of interest and curiosity
• Provision of a medium for problem-solving
• Creation of an environment for self-evaluation
and change


Work Team
• A group whose individual efforts result in a
performance that is greater than the sum of
the individual inputs.


The OB Model Organizational
Structure and Culture Development


Presenter
Name
Humayun Khalid Qureshi
Roll#. 04-R


Organization Structure development
• The frame, naturally hierarchical, within which an
organization arranges its lines of authority and
communications, and allocates rights and duties.
• Key Points
– Work Specialization
– Departmentalization
– Chain of Command
– Span of Control
– Centralization and Decentralization
– Formalization


A View

Departmentalization Span of Control

Organizational structure
Elements

Formalization Centralization


Work Specialization
• In our Organization
– Work is divided according to
job specification
– Every employee has its own
duties
– Every ten employees are
under a supervisor
– Who coordinate the work
planning, management the
activities and report to its
operational manager at the
end of the day.


Duties of Supervisors
• Being concerned in Organization and
Employee Policies
• Taking Care of Employee Needs
• Schooling the Employee


Structure under operational manager
Manager

Operational
Manager

Supervisor Supervisor Supervisor Supervisor Supervisor

A B C D E

10 10 10 10 10
Employees Employees Employees Employees Employees


Benefits of Division of labor
• Social division of labor
• Technical division of labor
• Territorial division of labor


Merits of Division of Labor
• The right man in the right place
• The worker becomes an expert
• Heavy work taken over by machinery
• Less training required
• Invention
• Cheaper things
• Economic in the use of tools
• Saving in time


Departmentalization & Chain of
Command
• Departmentalization by Process
{ Mechanical }
• Departmentalization by Product
{ Production }
• Departmentalization by Marketing
{ Sales & Marketing }
• Departmentalization by Employees and Customer
{ Administration }
• Departmentalization by Technology
{Information Technology}
• Departmentalization Financial Planning
{Accounting & Finance}


Mechanical Department
• A manager who is head of Mechanical
Engineering Department, which
includes Electrical, Mechanical
Engineering fields.
• Duties include:
– Overall administration and management
of the department.
– Plant repairs and maintenance
– Plant inspection after every one week
– Overall electricity control and
maintenance
– Emergency Team management
– Monthly report to CEO


Production Department
• Production manager who is the head of the
production department is working under CEO.
• Duties include:
– Provide overall Management of the ongoing
Production operations including Inventory
– Control, Scheduling, Documentation, Equipment
Maintenance, Calibration, Shipping, and
– Quality Control/Inspection.
– Assist in creation of efficient processes through hands-
on development and training.
– Track quality of all processes through analysis of
recorded data and formation of additional test-points.
Correlate results with requirements/specifications.
– Report directly to CEO.


Marketing Department
• Marketing manager is responsible for
company and its products marketing
• Performing following duties:
– Focus on the Customer
– Monitor the Competition
– Own the Brand.
– Find & Direct Outside Vendors.
– Create New Ideas.
– Communicate Internally.
– Manage a Budget.
– Understand the ROI.
– Set the Strategy, Plan the Attack, and
Execute.

Administration
• Admin department is responsible for
managing HRM affairs and all customer
care problems.
• Duties:
– Control all discipline of the working area.
– Manage all HRM matters
– Manage all Customer care problems.
– Handle all employees’ conflicts.
– Employees firing with the consent of CEO.
– Arrange internal and external meetings
– Provide general clerical assistance to other
senior officers as required.
– Errands Management.
– Work as liaison
– Weekly report to CEO.


Information Technology Department
• This department is responsible for managing online database,
website, and online business tools.
• Duties of IT administrator:
– Managing databases
– Managing, designing and updating website
– Managing online business tools
– Security cameras configuration
– Manage backup, security and user help systems.
– Manage overall computer systems of the organization.
– Manage plant-programming system through computer softwares.
– Assign and review the work of systems analysts, programmers, and
other computer-related workers.
– Develop computer information resources, providing for data security
and control, strategic computing, and disaster recovery.
– Meet with department heads, managers, supervisors, vendors, and
others, to solicit cooperation and resolve problems.
– Purchase necessary equipment.
– Weekly report to CEO.

Accounting & Finance Department
• Lifeblood of any organization
• Gives financial support
• Duties:
– Responsible of all financial matters
– Daily reporting to CEO about all transactions
– Full implementation of accounting principles on financial data of
organization.
– Complete cycle of transaction to balance sheet
– FSA process
– The routine working capital and cash management decisions.
– Dividend decisions
– Investment decisions
– Financial forecasting
– International financial decisions
– Portfolio management
– Risk management
– Cash management
– Salary and allowances managementHumayun Khalid
Prepared By
– Monthly report to CEO.

Departmentalization Hierarchy Graphic Representation
BODs

Managing Committee

CEO

Mechanical Production Sales & Accounts & Administration IT
Marketing Finance

Plants Product Marketing & Financial HRM
Management Planning Advertising Reporting &
Analysis
Customer
Cares
Engineers and Production Ads,
operators Manager & Commercials
Staff Databases &
Media Website
Management Prepared By Humayun Khalid Management

Plants
Management

Mechanical
Innovation Human
Team Output

Engineers and
operators

Product
Planning

Production Human
Innovation
Output
Team

Production
Manager &
Staff

Marketing &
Advertising

Sales & Human
Innovation Output
Marketing Team

Ads, Commer
cials
Media
Management


Accounts
Financial
Accounts &
Internal audit team Reporting &
Finance
Analysis

Finance

Checking Team Human
Administration
Output
Customer
Cares

IT Databases & Best Communication
Website System
Management


Span of Control
• In our organization we
have main six departments
• Every department at least
we have 20 members each
under the control of the
manager of the
department.


Mechanical
Deptt. 2 18
Manager

Production
Deptt. 2 18
Manager

Sales &
Marketing
Deptt. 2 18
Manager

Accounts &
Finance 1 19
Deptt.
Manager

Administration
Deptt. 2 18
Manager

IT
Deptt. 1
19
Manager

Centralization
• In our organization, the CEO is the final
authority for all major decisions.
• However, minor decisions can be done
through manages
• It is helpful:
– For long run decisions
– Give easiest and predefine, structured
decisions model for new employees and
management.
– Decision power remain in experienced hands
– The top managers make decisions.
– Close control of operations
– Uniformity of policies, practices, and
procedures
– Better use of centralized experts


Organization Environment
• Political • Economic

Mission Vision

Leadership Culture

• Socio-Culture • Technological


Techniques to Reduce the Affect of
External Environment
• Control the internal politics
• Political calls off
• Manage the strategies for hiring and managing the employees
• Strict rules implications
• Hiring under the supervision of CEO and BODs
• Performance evaluation and tests
• Weekly evaluate the economic conditions
• Seminars
• Social consorts for welfare and popularity of the organization
• Social campaigns for social awareness.
• Technology improvements
• Trainings and workshops for employees in assembly lines
• By applying these techniques, we can control our external
environment, can be stable in the market, and can compete our
competitors.


Organizational Culture


The organizational Culture
Development
• Our organization we have applied following
strategies for the development of organizational
culture.
– Innovation & Risk Taking
– Attention to Details
– Outcome orientation
– People Orientation
– Team Orientation
– Aggressiveness
– Stability


Benefits of Culture Development
• First it helps in making the role and jobs of each
employee clear, well define, and understandable
• Second benefit is that it gives the identification of
organization members.
• Third, it helps us in increasing the employee’s
commitment towards the organization.
• Forth, it helps us in enhancing the stability of the
social culture of the organization.
• Finally it help in making the organization in
developing a rules oriented organization that
guides the attitude, behavior, set the values of
the employees.

Culture Development equation
• Model + Support + Reward = Culture
• A role model for motivation
• Supportive activities
• Reward on good performance
• These all make a culture


How We Keep Alive Our Culture?
• In our organization we have used following strategy to keep our
organization culture alive, active and imposed.
• Selection
– Process is to hire just those persons who are capable, have knowledge,
skill abilities to perform jobs within the organization successfully.
• Top management
– Top management works as filter in the organization because it the
model that inspire co-workers, sub-ordinates, and other employees.
• Socialization methods
– The adoption process of culture by the new employee is called
socialization.
– Three-stage strategy
• Pre-Arrival Stage
• Encounter Stage
• Metamorphosis Stage


Socialization Process Out comes

Pre-Arrival Stage

Encounter Stage
Productivity
+

Commitment
Metamorphosis
Stage
+

Turnover
+


How we teach culture?
• We have used following
methods for the
transportation of our
culture to employees.
– Stories
– Rituals
– Martial Symbols


Ethics and our Organization
• In our organization we
teach the ethics by keeping
two important
considerations into mind.
– The Individualistic
Approach
– The Communal Approach


Model

Support Culture Ethics
Reward

Individual Group


Explanation
• Ethics have both positive and negative effect on the individual
person and on groups. If the an employee has the knowledge of his
job, have a role model in front of him, and sufficient support is
given for his job and he also follow the model and support it, he will
be awarded with reward and this will create the culture of
hardworking, devotion, and motivation, that helps in creating good
working environment in the organization and creating good ethical
working place that affect the individual and groups in positive
manners. Similarly if an employee don’t have knowledge of
job, don’t have expertise and don’t give attention to the role model
it will negatively affect the culture, in results the work place ethics
will negatively affected that also negatively affect an individual and
groups.


How we develop Positive Org. Culture
• By using three basic approaches we make
positive org culture.
– Building employee strength
– Reward more than punishment
– Individual vitality and growth


Human Output Strategies
Productivity

Absence

Turnover

Deviant Workplace Behavior

Citizenship

Satisfaction


Productivity
• Productivity is a measurement or calculation
between inputs and outputs. Inputs are the
amount of time and effort spent
working, while outputs are the results. If the
outputs are equivalent to the inputs, the
worker is considered productive.


Satisfaction

Employee

Productivity

Successful organization


Absence
• Absence is an occasion or period of being
away from a place or person.
• Ways to reduce Absence
– Monitor and Measure Absence
– Absence Reporting Procedure
– Return to Work Interviews
– Analyze Absence Records
– Act on the Information
– Consider Terms of Employment and Bonus
Schemes
– Organization Doctor / Occupational
Health Advisors
– Health Care
– Pro-active Management
– Have a written Absence Policy Document


Turnover
• Turn is the number of
permanent employees leaving
the company within the reported
period versus the number of
actual Active Permanent
employees on the last day of the
previous reported period
(physical headcount).
• Strategy to reduce turnover of
employees
– Develop People
– Recognize Good Performance
– Build Trust
– Reduce Boredom
– Communicate more
– Cross Train
– Don’t Overtax
– Keep It Light
– Feedback Performance Prepared By Humayun Khalid
– Train Leaders

Deviant workplace behavior
• Deviant workplace behavior is a behavior that violates
organizational norms.
• Techniques to Control
– Moral awareness programs
– Moral judgment programs
– Moral intention
– Moral behavior


Citizenship behavior

• Citizenship the extent to
which an individual is
voluntary support and
behavior contributes to
the organization's
success.


Satisfaction
• Satisfaction Fulfillment of one's
wishes, expectations, or needs,
or the pleasure
– Fulfillment of Physiological needs
– Fulfillment of Safety needs
– Love and belonging
– Esteem
– Self-actualization


THE OB MODEL ORGANIZATIONAL
LEVEL STAGE 2.1


Presenter
• Name
– Faisal Abbas
– Roll #. 10-R


Human Resource Policies and
Practices
• Selection Practices
– Initial Selection
– Substantive Selection
– Contingent Selection


Training and development programs
• Types of training
– Pre-service Training
– In-service Training and Staff Development
– Individual Formal Training
• ON-THE-JOB TRAINING
– Coaching
– Job Rotation
• OFF THE JOB TRAINING
– Lectures/Conferences
– Films
– Simulation Exercise
– Cases
– Experiential Exercises
– Vestibule Training
– Role Play
– Management Games By Humayun Khalid
Prepared

Performance Evaluation
• Individual Evaluation Methods
– Confidential report
– Essay evaluation
– Critical incident technique
– Checklists and weighted checklists
– Graphic rating scale
– Behaviorally anchored rating scales


Managing Diversity in Organizations
• Diversity Training is an Important Component of our Organization's
Business Strategy
– Diversity Training Increases Customer Satisfaction,
Market Share & Competitive Positioning.
– Diversity Training Increases Workplace
Productivity & Innovation
– Diversity Training Can Reduce Legal Exposure,
Costs and Adverse Publicity


Four Major Forces Creating Change in
Organizations
• Globalization
• Technological Change
• Knowledge Management
• Cross-boundaries Collaboration


Planned change


Lewin's 3 Stage Model
• Stage 1: Unfreeze
– This stage involves creating the right conditions
for change to occur. By resisting change, people
often attach a sense of identity to their
environment.


Stage 2: Transition
• Psychological level it is typically a period of
confusion.
• No clear understanding of the new ways
which will replace them.
• The end goal of this stage is to get people to
the 'unfrozen' state and keep them there.


Stage 3: Refreeze
• Ggoal of the model is to achieve a
'refreeze', re-establishing a new place of
stability and elevate comfort levels by
reconnecting people back into their
safe, familiar environment. Refreezing takes
people from a period of low productivity in
the transitional state to a stable and
productive state.


Kotters Eight Step Plan
• The Eight-Step Plan for Implementing Change
1. Establish a sense of urgency by creating a compelling reason of
why change is needed.
2. Form a coalition with enough power to lead the change.
3. Create a new vision to direct the change and strategies for
achieving the vision.
4. Communicate the vision throughout the organization.
5. Empower others to act on the vision by removing barriers to
change and encouraging risk taking and creative problem solving
6. Plan for and create reward short term wins that move the
organization toward the new vision.
7. Consolidate improvements, reassess changes, and make necessary
adjustments in the new program.
8. Reinforce the changes by demonstrating the relationship between
new behaviors and organizational success.

WHY We Do OD?
• Human resources
• Changing nature of the workplace
• Global markets
• Accelerated rate of change


OD IS A PROCESS of
• Entry
• Start-up and contracting
• Assessment and diagnosis
• Feedback
• Action planning
• Intervention
• Evaluation
• Adoption
• Separation

Learning Organization
• We aims and prove
– A Clear Vision
– Capabilities to Create a Learning Organization
– Stress management
– Diversity management


Stresses
• Overload
• Work relationships
• Job security
• Work-life balance
• Resources and communication
• Pays and benefits


Potential sources of stress
• Job is unlikely to change in the next 5–10 years
• Poor physical working conditions
• Fear of physical violence
• Work performance closely monitored
• Organization changes for change's sake
• Dull and repetitive work
• Dealing with difficult customers/clients
• Lack of enjoyment of job
• outside pressure
• Communication

Tools to Reduce and Manage Job and
Workplace Stress
• Coping with work stress in today’s uncertain
climate
• Manage job stress
• Taking responsibility for improving physical and
emotional well-being.
• Avoiding pitfalls by identifying knee jerk habits and
negative attitudes that add to the stress we experience
at work.
• Learning better communication skills to ease and
improve relationships with management and
coworkers.


• Recognize warning signs of excessive stress at
work
– Feeling anxious, irritable, or depressed
– Apathy, loss of interest in work
– Problems sleeping
– Fatigue
– Trouble concentrating
– Muscle tension or headaches
– Stomach problems
– Social withdrawal
– Using alcohol or drugs to cope


Time management tools for reducing
job stress
• Create a balanced schedule
• Over-commit
• Try to leave earlier in the morning
• Plan regular breaks.


Task management tips for reducing
job stress
• Prioritize tasks
• Break projects into small steps
• Delegate responsibility
• Be willing to compromise


Reduce job stress by improving
emotional intelligence
• Self-awareness
• Self-management
• Social awareness
• Relationship management


Ways to Dispel Stress
• Take time away
• Talk it over with someone
• Connect with others at work
• Look for humor in the situation


Dealing with Stressful Situations: The
Four A’s
• Change the situation:
– Avoid the stressor.
– Alter the stressor.
• Change the reaction:
– Adapt to the stressor.
– Accept the stressor.


Learn the relaxation response
• Advises to Employees
• To
– A healthy lifestyle
– Exercise regularly
– Eat a healthy diet
– Reduce caffeine and sugar
– Avoid alcohol, cigarettes, and drugs
– Get enough sleep


Organizational behaviour

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