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…mehr
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.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Emma Donaldson-Feilder is a Director of Affinity Health at Work and a Chartered Occupational Psychologist. In addition to her roles as researcher and practitioner, working to improve employee well-being and engagement, she is the author of numerous publications, a regular conference presenter, and a media commentator on issues relating to health at work. Rachel Lewis is a Director of Affinity Health at Work, a Chartered Occupational Psychologist and a lecturer in Occupational Psychology at Kingston Business School. She combines her academic career with regular conference speaking, consultancy and training, focusing on the links between leadership, management and employee well-being. Joanna Yarker is a Director of Affinity Health at Work and a Chartered Occupational Psychologist. She has previously held posts at Goldsmiths, University of London and the University of Nottingham. She writes regularly for academic and trade journals, and offers guidance and training to public and private sector organizations focused on improving workplace health.
Inhaltsangabe
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
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
Rezensionen
"In its way, this is a groundbreaking book since it recognisesthat, no matter what the policy says, tackling organisationalstress has to be implemented by normal, fallible people who happento be managers - and that they could do with all the help they canget." (RoSPA Occupational Safety & Health Journal, 1 September2011)
"The three authors - all chartered occupationalpsychologists - have used their real-life experience andcoupled it with a good understanding of research and theory tocreate an excellent "How to" book for line managers. Iwould go so far as to say this is almost an essential read foranybody with line-management responsibility and it also has animportant educative role for strategic managers who need tounderstand exactly the psychological culture that will protect andsupport their organisation." People Management (July 2011)"This is a really important book because it looks at the roleof managers in creating or preventing stress in theworkplace. The UK Government's Foresight project onMental Capital and Wellbeing clearly highlights the fact thatmanagerial style is implicated in people's health andwellbeing at work. A must-read for those trying to managestress in organizations." --Professor Cary L. Cooper, CBE, Distinguished Professor ofOrganizational Psychology and Health, Lancaster UniversityManagement School
"The authors of this book know their stuff and have written avery practical guide. This is much more than just another "how to"book for managers; it draws on the authors' extensive research andprovides a solid evidence-based framework for positivemanagement." --Professor Ivan Robertson, Director, Robertson CooperLtd
"This is a comprehensive and practical review which ishelpful in documenting the key role of line managers in ensuringhealth-promoting workplaces. The authors' experience issupported by well-chosen case studies and helps to provide clearadvice. Preventing Stress in Organizations clarifies theplethora of research in this complex field and provides pragmaticsolutions to the common and costly issue of organizational stressmanagement." --Dr Steven Boorman, Chief Medical Adviser Royal MailGroup, NHS Workforce Health & Well-being Lead Reviewer…mehr
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