Preventing Stress in Organizations. How to Develop Positive Managers

  • ID: 2171548
  • Book
  • 278 Pages
  • John Wiley and Sons Ltd
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Work–related stress presents a major challenge to today s organizations. Yet for such a widespread problem, surprisingly little guidance is available on developing stress prevention management skills and even less is backed up by solid research.

Preventing Stress in Organizations addresses this problem by presenting an accessible, evidence–based exploration of how managers can reduce and prevent stress in their staff. The authors introduce an innovative programme based on their own ongoing research study (for which they were awarded Practitioner of the Year by the British Psychological Society Division of Occupational Psychology), along with other relevant theories and cutting–edge work from the field. After providing a broad introduction to the importance of work–related stress and its management, they reveal a unique set of ′Positive Manager Behaviours skills they have identified as critical to preventing stress and promoting a healthy, positive workplace. An in–depth discussion of these behaviours is supported by detailed case studies and practical exercises to facilitate real–world implementation.

Preventing Stress in Organizations offers groundbreaking insights and invaluable hands–on skills to maintain and promote the health and well–being of individuals and organizations alike.

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1 Introduction 1

What is Stress? 2

What Stress is Not: Common Misperceptions 3

Common Causes of Stress 4

Work–Related Stress and the Line Manager 5

Summary 9

References 9

2 Why managing stress is important: The business and legal reasons 11

The Business Case 11

The Costs of Work–Related Stress 12

Calculating the Cost of Stress to Your Business 19

What Should We Be Doing to Monitor these Costs? 23

The Legal Case 24

Legal Cases of Work–Related Stress 25

What Should We Be Doing to Comply with Legislation? 28

Summary 29

References 29

3 How to manage work–related stress 31

Prevention 32

Training and Development 35

Support 37

Organizational, Manager and Team, and Individual Level Interventions 38

What Should Our Organization Be Doing? 41

Where Does the Line Manager Fit In? 42

Summary 44

Reference 44

4 Developing a framework to promote positive manager behaviour 45

Rationale: The Need For a Stress Management Approach Focusing on Positive Manager Behaviour 46

Why We Took a Competency–Based Approach 49

The Research Underlying the Positive Manager Behaviour Framework and Approach 51

The Positive Manager Behaviour Framework 55

Evidence to Support a Positive Manager

Behaviour Approach 56

Useful Resources 64

References 65

5 Respectful and responsible: Managing emotions and having integrity (management competency 1) 67

Integrity 68

Managing Emotions 75

Considerate Approach 81

Summary 85

References 87

6 Managing and communicating existing and future work (management competency 2) 89

Proactive Work Management 90

Problem Solving 101

Participative/Empowering 106

Summary 119

References 121

7 Managing the individual within the team (management competency 3) 123

Personally Accessible 124

Sociable 132

Empathetic Engagement 137

Summary 144

References 145

8 Reasoning/managing difficult situations (management competency 4) 147

Managing Conflict 148

Use of Organizational Resources 157

Taking Responsibility for Resolving Issues 164

Summary 168

References 169

9 Overcoming barriers to positive manager behaviour 171

Personal Level Barriers 172

Individual Work or Job Level Barriers 176

Team and Relationship Level Barriers 182

Organizational and Wider Level Barriers 186

Reference 189

10 Supporting managers to change their behaviour 191

Behaviour Change Is Possible 192

Theories of Behaviour Change 193

Implementing Behaviour Change Interventions 195

References 207

11 Is stress management just good management? 209

Comparing Positive Manager Behaviour with General Management/Leadership Competency Frameworks 211

Implications for Practice 214

How to Do Your Own Mapping 215

How to Identify Missing Positive Manager Behaviour Elements 224

How to Integrate Missing Positive Manager Behaviour Elements 225

Valuing People Management Skills 227

References 230

12 The way forward 231

Where are You Now? 231

Starting Out Understanding Positive Manager Behaviour and How It Might Be Useful 233

Deciding How to Use Positive Manager Behaviour 234

Gaining Buy–In 240

Applying Positive Manager Behaviour 244

Sustainable Impact 250

References 253

Appendix 255

Index 261

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"In its way, this is a groundbreaking book since it recognises that, no matter what the policy says, tackling organisational stress has to be implemented by normal, fallible people who happen to be managers – and that they could do with all the help they can get." (RoSPA Occupational Safety & Health Journal, 1 September 2011)

"The three authors all chartered occupational psychologists have used their real–life experience and coupled it with a good understanding of research and theory to create an excellent How to book for line managers. I would go so far as to say this is almost an essential read for anybody with line–management responsibility and it also has an important educative role for strategic managers who need to understand exactly the psychological culture that will protect and support their organisation." People Management (July 2011)

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