Preventing Stress in Organizations: How to Develop Positive Managers
April 2011, Wiley-Blackwell
- 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‚ 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
What is Stress?
What Stress is Not: Common Misperceptions.
Common Causes of Stress.
Work-Related Stress and the Line Manager.
2 Why managing stress is important: The business and legal reasons.
The Business Case.
The Costs of Work-Related Stress.
Calculating the Cost of Stress to Your Business.
What Should We Be Doing to Monitor these Costs?
The Legal Case.
Legal Cases of Work-Related Stress.
What Should We Be Doing to Comply with Legislation?
3 How to manage work-related stress.
Training and Development.
Organizational, Manager and Team, and Individual Level Interventions.
What Should Our Organization Be Doing?
Where Does the Line Manager Fit In?
4 Developing a framework to promote positive manager behaviour.
Rationale: The Need For a Stress Management Approach Focusing on Positive Manager Behaviour.
Why We Took a Competency-Based Approach.
The Research Underlying the Positive Manager Behaviour Framework and Approach.
The Positive Manager Behaviour Framework.
Evidence to Support a Positive Manager Behaviour Approach.
5 Respectful and responsible: Managing emotions and having integrity (management competency 1) .
6 Managing and communicating existing and future work (management competency 2).
Proactive Work Management.
7 Managing the individual within the team (management competency 3).
8 Reasoning/managing difficult situations (management competency 4).
Use of Organizational Resources.
Taking Responsibility for Resolving Issues.
9 Overcoming barriers to positive manager behaviour.
Personal Level Barriers.
Individual Work or Job Level Barriers.
Team and Relationship Level Barriers.
Organizational and Wider Level Barriers.
10 Supporting managers to change their behaviour.
Behaviour Change Is Possible.
Theories of Behaviour Change.
Implementing Behaviour Change Interventions.
11 Is stress management just good management?
Comparing Positive Manager Behaviour with General Management/Leadership Competency Frameworks.
Implications for Practice.
How to Do Your Own Mapping.
How to Identify Missing Positive Manager Behaviour Elements.
How to Integrate Missing Positive Manager Behaviour Elements.
Valuing People Management Skills.
12 The way forward.
Where are You Now?
Starting Out – Understanding Positive Manager Behaviour and How It Might Be Useful.
Deciding How to Use Positive Manager Behaviour.
Applying Positive Manager Behaviour.
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.
"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)“This is a really important book because it looks at the role of managers in creating or preventing stress in the workplace. The UK Government’s Foresight project on Mental Capital and Wellbeing clearly highlights the fact that managerial style is implicated in people’s health and wellbeing at work. A must-read for those trying to manage stress in organizations.”
—Professor Cary L. Cooper, CBE, Distinguished Professor of Organizational Psychology and Health, Lancaster University Management School
"The authors of this book know their stuff and have written a very practical guide. This is much more than just another "how to" book for managers; it draws on the authors' extensive research and provides a solid evidence-based framework for positive management."
—Professor Ivan Robertson, Director, Robertson Cooper Ltd
“This is a comprehensive and practical review which is helpful in documenting the key role of line managers in ensuring health-promoting workplaces. The authors’ experience is supported by well-chosen case studies and helps to provide clear advice. Preventing Stress in Organizations clarifies the plethora of research in this complex field and provides pragmatic solutions to the common and costly issue of organizational stress management.”
—Dr Steven Boorman, Chief Medical Adviser Royal Mail Group, NHS Workforce Health & Well-being Lead Reviewer
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