Emma Donaldson-Feilder, Rachel Lewis, Joanna Yarker

Preventing Stress in Organizations (eBook, PDF)

How to Develop Positive Managers

• Format: PDF

Produktbeschreibung

Preventing Stress in Organizations:How to Develop Positive Managersoffers an innovative, evidence-based approach to help managers prevent and reduce workplace stress in their staff. * Winner of the 2013 BPS Book Award - Practitioner Text category * Provides information on the critical skills managers must develop in order to prevent stress in their staff, and the key ongoing behaviours that promote a healthy work environment * Shows practitioners in occupational psychology, HR, Health and Safety and related professions how positive management can be integrated into an organizationâEUR(TM)s existing practices and processes * Serves as an essential guide for managers themselves on how to incorporate proven stress management skills into their everyday interactions with team members * Balances rigorous research grounding with real-world vignettes, case studies and exercises

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 280
• Erscheinungstermin: 1. Februar 2012
• Englisch
• ISBN-13: 9780470978139
• Artikelnr.: 40914458

Autorenporträt

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

Rezensionen

"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)