Workplace Stress and How to Manage It
What is stress? How to deal with stress - and what are the pivotal causes of stress - those are the key questions to be addressed in this paper. But at the outset the emphasis should be on precisely what is stress. In their book, Managing Yourself: How to Control Emotion, Stress, and Time, the trio of Alfred Goodloe, Jane Bensahel and John Kelly discuss stress by first stating that there is no way to avoid stress. Even during sleep, on one level, stressful dreams can and do occur. But it's important to note that stress "...is essential to daily living" (129), and stress can be "extremely pleasant and exciting" when it comes as a result of a business success story or a great sports victory. But when stress results from "fear, severe physical over-exertion, humiliating censure...physical injury, or the death of a loved one," it can be devastating, the authors explain on page 130.On page 130 the authors quote the late Hans Selye (considered a leader in the field of workplace stress) as saying stress is "...the nonspecific response of the body to any demand upon it." When stress occurs in a serious and negative situation, the glands "release large quantities of adrenaline, cortisone, and other hormones" which in turn produce physiol
Potter says, generally speaking, "people in management" are less likely to burn out "because. " However, as depersonalization (which is the loss of a sense of reality and self-worth) increases and there is a "diminished sense of accomplishment" (Cooper 88), emotional exhaustion follows soon after. Behavior modification as a cure for stress. " That's when a person's motivation decreases, and a feeling of frustration grows to levels that are too great to control on one's own. Margaret Williams had planned to become an attorney in order to help poor people get the representation they really need. The third burnout model offered by the authors is taken from Leiter & Maslach, and it is close to that of Golembiewski albeit in Leiter & Maslach's model "emotional exhaustion" happens first during the burnout experience and in Golembiewski's emotional exhaustion is the final phase of burnout. In Cary Cherniss' book Beyond Burnout, the author (85-86) points to an example of when a person's idealism puts that person into a stressful workplace. In particular, "role conflict," and "role ambiguity" are both workplace problems that can cause stress but when employees are given more access to the decision-making process, they derive benefits such as "increased satisfaction," more "open communication," and a stronger commitment to the organization ( 141). People become burned out, she continues, when they come to believe "they can't increase their job satisfaction regardless of how they perform. On pages 136-37 the authors point out that organization-level stress management intervention programs should be focused on "job-specific stressors" like work schedules, the design of jobs, decision making) and should be built around "any assumed negative outcomes and consequences associated with stress. First of all, arriving at work on time is important; look around the room and "compose yourself"; second, don't eat or drink anything in the hour prior to your presentation (under stress the urge to urinate increases); look into a mirror and make sure you are presentable; practice deep breathing; have water available to sip on to keep your voice lubricated; and "practice, practice, practice.
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