Preventing Stress in Organizations How to Develop Positive Managers

by Donaldson-Feilder, Emma; Lewis, Rachel; Yarker, Joanna

• ISBN13: 9780470665534
• ISBN10: 047066553X
• Edition: 1st
• Format: Paperback
• Copyright: 2011-04-18
• Publisher: Wiley-Blackwell

Summary

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. 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 organization'ÂÂÂÂs 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

Author Biography

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. 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. 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.

Table of Contents

Introduction	p. 1
What is Stress?	p. 2
What Stress is Not: Common Misperceptions	p. 3
Common Causes of Stress	p. 4
Work-Related Stress and the Line Manager	p. 5
Summary	p. 9
References	p. 9
Why managing stress is important: The business and legal reasons	p. 11
The Business Case	p. 11
The Costs of Work-Related Stress	p. 12
Calculating the Cost of Stress to Your Business	p. 19
What Should We Be Doing to Monitor these Costs?	p. 23
The Legal Case	p. 24
Legal Cases of Work-Related Stress	p. 25
What Should We Be Doing to Comply with Legislation?	p. 28
Summary	p. 29
References	p. 29
How to manage work-related stress	p. 31
Prevention	p. 32
Training and Development	p. 35
Support	p. 37
Organizational, Manager and Team, and Individual Level Interventions	p. 38
What Should Our Organization Be Doing?	p. 41
Where Does the Line Manager Fit In?	p. 42
Summary	p. 44
Reference	p. 44
Developing a framework to promote positive manager behaviour	p. 45
Rationale: The Need For a Stress Management Approach Focusing on Positive Manager Behaviour	p. 46
Why We Took a Competency-Based Approach	p. 49
The Research Underlying the Positive Manager Behaviour Framework and Approach	p. 51
The Positive Manager Behaviour Framework	p. 55
Evidence to Support a Positive Manager Behaviour Approach	p. 56
Useful Resources	p. 64
References	p. 65
Respectful and responsible: Managing emotions and having integrity (management competency 1)	p. 67
Integrity	p. 68
Managing Emotions	p. 75
Considerate Approach	p. 81
Summary	p. 85
References	p. 87
Managing and communicating existing and future work (management competency 2)	p. 89
Proactive Work Management	p. 90
Problem Solving	p. 101
Participative/Empowering	p. 106
Summary	p. 119
References	p. 121
Managing the individual within the team (management competency 3)	p. 123
Personally Accessible	p. 124
Sociable	p. 132
Empathetic Engagement	p. 137
Summary	p. 144
References	p. 145
Reasoning/managing difficult situations (management competency 4)	p. 147
Managing Conflict	p. 148
Use of Organizational Resources	p. 157
Taking Responsibility for Resolving Issues	p. 164
Summary	p. 168
References	p. 169
Overcoming barriers to positive manager behaviour	p. 171
Personal Level Barriers	p. 172
Individual Work or Job Level Barriers	p. 176
Team and Relationship Level Barriers	p. 182
Organizational and Wider Level Barriers	p. 186
Reference	p. 189
Supporting managers to change their behaviour	p. 191
Behaviour Change Is Possible	p. 192
Theories of Behaviour Change	p. 193
Implementing Behaviour Change Interventions	p. 195
References	p. 207
Is stress management just good management?	p. 209
Comparing Positive Manager Behaviour with General Management/Leadership Competency Frameworks	p. 211
Implications for Practice	p. 214
How to Do Your Own Mapping	p. 215
How to Identify Missing Positive Manager Behaviour Elements	p. 224
How to Integrate Missing Positive Manager Behaviour Elements	p. 225
Valuing People Management Skills	p. 227
References	p. 230
The way forward	p. 231
Where are You Now?	p. 231
Starting Out - Understanding Positive Manager Behaviour and How It Might Be Useful	p. 233
Deciding How to Use Positive Manager Behaviour	p. 234
Gaining Buy-In	p. 240
Applying Positive Manager Behaviour	p. 244
Sustainable Impact	p. 250
References	p. 253
Appendix	p. 255
Index	p. 261
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