Managerial Stress
This is an excerpt from the paper...
The workplace can be a highly stressful place to spend one's time. There are interpersonal relationships which can cause stress, tension between subordinates and supervisors that can lead to stress, financial concerns (both personal and regarding the company at large), time concerns (spending too much time away from home) and even stress relating to the work environment itself, such as which employees have offices and who has the best parking space. In its most extreme form, workplace stress can lead to workplace violence; most employees never reach that point, however. There is considerable research available on the causes and effects of workplace stress on employees in general, but this research considers the causes and effects of stress on managers in particular, and whether managers (and their employers) should be addressing managerial stress differently than other forms of workplace stress in order to manage stress more effectively for managers.The problem is not whether managers suffer from stress, but whether the types of stress they endure differ from the stress of nonmanagement employees. If all employees (managers and nonmanagers alike) are subject to the same stresses in the workplace, then the tactics used to help alleviate stress for nonmanagement employees could be used to assist managers, as well. However, if the types of stress are different, or if there are stresses which the two groups do not share, then managers wi
. . .
em to be on-site more often, it is more difficult for managers to telecommute or work flexible schedules. This can mean that managers are unable to take advantage of the solutions which have proved highly effective for other employees (Alexander, 1997, p. 66).
Marino takes the view that managers have more demands placed on their time than other types of workers, and that successful managers reduce their stress and improve their productivity by effectively managing their time (1997, p. 14). Marino offers concrete suggestions to managers for ways to improve their productivity and time management skills by emphasizing attending (and calling) meetings that are absolutely necessary, and by inviting those participants who will have significant contributions.
Marino also suggests that managers lead by example, and that if a manager engages in conversations about inconsequential items during meetings, or fails to adhere to an agenda, others in his or her span of influence are likely to do the same. By finding ways to minimize the number of meetings, by refusing to attend meetings at which the manager may not have anything to contribute, and by respecting other peoples' time by including them when necessary but not including them for
. . .
Some common words found in the essay are:
According Alexander, Evaluation Perspectives, According Colvin, Managerial Stress, , McGinn Theil, Alexander Marino, References Alexander, workplace stress, nonmanagement employees, alexander 1997, cause stress, 1998 243, mcginn theil 1999, nonmanagers alike, managers nonmanagers, additional stress, stress nonmanagement, managers nonmanagers alike, stress employees, Industry Week, refusing attend meetings, marino 1997 14, stress nonmanagement employees,
Approximate Word count = 2016
Approximate Pages = 8 (250 words per page)
More Essays on Managerial Stress
|
Customer Service
to Over
32,000 Professionally Written Papers!!!
