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Occupational A Practical Guide for Managers_2

Tham khảo tài liệu 'occupational a practical guide for managers_2', kinh tế - quản lý, kinh tế học phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 60 Occupational health uncomfortable environment where disease is common. Management style communication structures objective-setting and appraisal systems may be perceived as unfair or at best quixotic. A significant factor may be a cultural refusal to recognise that stress can be a problem so there is fear of discrimination if it is admitted. Job overload One of the commonest causes of stress at work is overload too much to do in too little time quantitive overload or work which is qualitatively beyond the individual s capacity qualitative overload . Where there is quantitive overload the problem will be compounded if the employee has little or no control over the load. Machine-paced work has long been recognised as a source of pressure. This applies not only to process workers but also to those working with display screen equipment who are dependent on the timescale which the electronics can achieve. In many organisations the workload of one department is wholly dependent on other departments with little opportunity to control the flow. It is common for an employee to perceive that he is overloaded but be unable to find any solution or at least any solution not perceived as making him vulnerable to management censure. Underload although less common may cause great anxiety where there are to be job losses or where the individual loses self-esteem because he is not making a worthwhile contribution. Interpersonal relationships If there is no relationship of mutual trust and respect between the manager and the member of his team the subordinate is likely to feel under pressure. The manager may feel equally under pressure when there is a mismatch between formal and actual power or when a more democratic approach to decisions has been adopted. Unsatisfactory peer group relationships may cause much distress. Scapegoating is not unusual in work groups. This may be difficult for the manager to control and is usually not amenable to outside intervention. Job ambiguity and