Stressor, and Culture and Organizational Behaviors

Introduction

Stress can be defined as the disturbance of the normal body function; while at its optimum conditions. More precisely, stress refers to the imbalance of homeostasis in the body caused by an intruding stimulus; whose response was not well prepared for. Stress can either be positive referred to as eustress or negative referred to as distress. Stressors on the other hand refer to those situations; which lead to a stressful condition (Davis et al., 2000).

More specifically, stressors are the conditions within the body that can lead to unpreparedness in performing a certain task. Stressors are of two types which include; external and internal stressors. Internal stressors are found within the body of the individual under stress include low self esteem, individuals’ personal traits and personal lifestyles. External stressors are found outside the body of the stressed individual, under which a few examples include; physical environment and social environment (Lehrer & Woolfolk, 1993).

It has been revealed that stress, has led to many anxiety problems which in most cases affects the victims by reducing their life span. Individuals suffering from stress can be characterized by various abnormal body reactions at normal conditions. Some of the most commonly known characteristics of stress include, lack of control over oneself, problems in falling asleep and being unable to relax after a hard exercise among others (Lehrer & Woolfolk, 1993).

There are many ways in which stress can be dealt with depending on the magnitude of the stressor, as well as the individual’s body resistance to stressful conditions. In managing stress both productive and counter-productive methods can be applied. Productive methods of managing stress include, sharing problems with friends, entertainment and setting personal goals among others. Counterproductive methods include committing suicide, drug and substance abuse among others. In conclusion stress which affects an individual’s normal way of life, should be managed well so as not to cause adverse consequences (Davis et al., 2000).

Culture and Organizational behaviors

Organizational culture refers to all the values, custom sand traditions that an organization has adapted; so as to enhance coexistence among its members. An organizational culture varies from one individual to another, which makes different organizations unique. In this case therefore, ethical standards within an organization as well as its behavior in management are defined in the organizational culture. In a more elaborated manner, organizational behavior extends to explain the values of the organization. To a greater extent, organizational culture defines the organization’s norms and the expected code of conduct within the organization (Papa et al., 2008).

An organization should thus pursue to develop a code of behavior that will be meant to govern the entire individual within the organization; so as to ensure coherence of activities within the organization. Generally these codes of conduct that enhance coherence in the organization’s; what ‘is’ done, but not what ‘ought’ to be done (Papa et al., 2008).

At an organizational level, culture can be categorized according to various aspects which include roles, tasks, and etiquette, among others. Role culture includes the role of various identities within the organization towards achieving the goals and objectives within the organization (Cummings & Worley, 2005).

The task culture on the other hand refers to the various activities carried out by various individual within the organization. More so, the etiquette culture in an organization refers to the way individual should conduct themselves within the organization; through the dressing mode and personal traits, as well as their social conduct within the organization (Cummings & Worley, 2005).

To conclude, culture being the way people live, forms a basis from which an organization formulates its rules and regulations governing its members.

Reference list

Cummings, T. & Worley, C. (2005). Organization Development and Change. (8th Ed.). New York: Thomson South-Western.

Davis, M., McKay, M. & Eshelman, E. (2000). The Relaxation and Stress Workbook. London: New Harbinger Publishers.

Lehrer, M. & Woolfolk, L. (1993). Principles and Practice of Stress Management. New York: The Guilford Press.

Papa, M., et al. (2008). Organizational Communication Perspectives and Trends (4th Ed.). New York: Sage Publications.