Organizational Group Dynamics: Coping Strategy for Managing Stress in Organizations
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Organizations have people from different backgrounds with varied perceptions and attitudes. People engagements differ, and expectations vary which can be high or lower in an organization depending on an individual. Stress in people within organizations primarily results from conflicting interests and higher expectations that a person perceives not to be able to meet within the stipulated time (Nwankwo, & Onyishi, 2012). Every person needs to fit their work, and they can put every effort to ensure that they perform according to expectations, but when that effort is not meeting expectations, then a problem arise. Different persons in various work areas experience stress and with personal coping strategies, the performances are improved.
Self-efficacy is an important aspect that enables individuals to handle stress and relates to ability of coping with stress (Ilogho, 2011). Many studies argue that gender role is a significant aspect of coping with stress, but in the actual sense, it is realizable that there are personal issues intrinsic to one gender than the other. Maintaining higher self-efficacy is essential in managing stress, and that is not dependent on gender aspects. Interaction with external people who visit a workplace to seek services can also be a cause of stress due to the high demands pressed and their expectations. In coping with stress related to delivering at a point, there is a need to control general relations in the organization (Gabriel, Lökman, & Nicolson, 2011).
Organizations benefit more on employee ability to cope with stress effectively within their social and life domains. The staff coping strategies can achieve improvement through the development of multi-scope coping strategies that are easy to learn and adopt (Baltes, Clark, Early, & Michel, 2014). Developing coping strategies can be as a model that integrates every aspect of the stress related life of an employee. Individuals have the ability to use several available stresses coping strategies depending on their situations but finding a common ground of coping strategies aid in dealing with the stressors in a unitary domain.
It is realizable that the higher the level a person holds in an organization, the more the work-related stresses and higher coping strategies (Ilogho, 2011). Those who hold lower positions experiences less stress only focused on their respective areas of work and being efficient can highly reduce the stresses. Educational level and age differences can also be aspects relating to the coping ability with stresses as the level of expectations vary. In other words, experience and the number of years a person has worked are likely to correspond to the level of stresses a person has dealt with in the past. Establishing a conducive work environment and encouraging employee relation can be a productive way of empowering them to manage stress.
In an organization with multiple departments that has to work together, there are different ways of managing and coping with stress, and improving organizational effectiveness. There is a need for a level of influence that will enable the employees get things done and on their feet to meet deadlines (Mackay, & Pakenham, 2012). A delay in one department can likely send the effect to another and bring about inefficiency. Getting things done and setting the pace is the best way to reduce the level of employee work-related stresses. Establishing independence to an extent for the workers give them a higher standard of responsibility and self-accountability relieving the pressure from other people that may affect the efficiency of the workforce.
Empowering employees and encouraging commitment to an organization enables the employees have lesser work related stress (Anshel, & Brinthaupt, 2014). Organization must foster innovation that will bring new means into the work environment and allow for access to information as needed by employees to support their functions. Having conventional ways of doing work and maintaining routine results to boredom in employees and does not encourage progress (Luthans, 2011). Ensuring that employees question status quo and making improvements to correct existing mistakes is critical for organizational effectiveness.