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Types of Stress Experienced by Managers

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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 will need to approach their stress differently from nonmanagement workers if they are to be successful in working within a stressful environment.

Various Perspectives on Managerial Stress

There is general agreement among analysts that employees of all types suffer from workplace stress (Alexander, 1997, p. 65). These stresses can come from interpersonal relationships, relationships with the boss, and trying to balance the demands of work with the other facets o

. . .
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 no reason, Marino maintains that managers can be more effective and reduce their stress level (Marino, 1997, p. 14). While Alexander and Marino focus on stressors arising from the internal environment of the workplace, Colvin examines the issue of managerial stress using factors that are
. . .

Some common words found in the essay are:
According Alexander, Evaluation Perspectives, According Colvin, Managerial Stress, , McGinn Theil, Alexander Marino, References Alexander, workplace stress, alexander 1997, nonmanagement employees, 1998 243, Industry Week, managers nonmanagers alike, nonmanagers alike, managers nonmanagers, flexible schedules, attend meetings, additional stress, managerial stress, mcginn theil 1999, stressors preventive action, alexander 1997 65, colvin 1998 243,
Approximate Word count = 1945
Approximate Pages = 8 (250 words per page)

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