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Management of Organisational Stress
By Uma Gulati

First Published : 2005
ISBN : 8177080830
: 9788177080834
Pages : 188
Binding : Hardbound
Size : 5 x 9
Price : US$ 24

Stress is a perceived dynamic state involving uncertainty about something important. The dynamic state can be associated with opportunities, constraints and demands.

Stress (or tension, as we commonly call it), is a force inside us which creates a charge and is felt in the form of energy—both physical and mental. As is the case with over-charging of electrical appliances, so is the case with human mind. The greater the amount of charge which is unutilised, the greater are the chances of bursting.

Stress results mainly because the individual wants an interaction and not a transaction with the environment. In other words, stress is caused by the absence of an answer, lack of return on invested time and effort and/or lack of a two-way relationship with the environment. These forces compel a person to either change the environment or himself. If a person cannot change the environment, he feels dejected and his morale goes down, giving a complex of insecurity and inefficiency. The result is tension, leading to stress. We sometimes forget that certain things in the environment are unchangeable and hence should be left to the superior most force.

This book on management of organisational stress takes a comprehensive view of the nature and causes of stress and explains the remedial measures for coping with the problem.  It would prove useful for academicians, teachers and students of management and commerce and would be a handy guide for working executives.

1. Introduction to Stress Management
1.1 Why is Stress Management Important?
1.2 Examining Organisational Stress
2. Organisational Stress: Theoretical Framework
2.1 Historical Background of Stress
2.2 Concept of Stress
2.2.1 Alarm Stage
2.2.2 Resistance Stage
2.2.3 Exhaustion Stage
2.3 Concept of Organisational Stress
2.4 Organisational Stressors
2.4.1 Factors Intrinsic to a Job
2.4.2 Role in the Organisation
2.4.3 Relationship at Work
2.4.4 Organisational Structure and Climate
2.4.5 Career Developments
2.4.6 Occupational Change
2.5 Extra Organizational Stressors
2.5.1 Individual Stressors
2.5.2 Life Stressors
2.6 Stress Effects
2.6.1 Individual Effects
2.6.2 Organisational Effects
2.7 Conclusion
3. Stress Management: Indian and Global Perceptions
3.1 Understanding Organisational Stress
3.2 Organisational Stress and Job Performance
3.2.1 Positive Linear Relationship
3.2.2 Negative Linear Relationship
3.2.3 Inverted -U Relationship
3.3 Personality and Stress
3.4 Stress and Women Executives
4. Stress Experiences and Environment: Organisational Dimensions
4.1 Analysis of Personal Profiles
4.2 Analysis of Organisational Stress Factors
4.3 Analysis of Coping Strategies
5. Strategies to Cope with Stress
5.1 Concept of Coping
5.2 Stress Coping Strategies
5.2.1 Individual Stress Coping Strategies
5.2.2 Organisational Stress Coping Strategies
5.3 Conclusion
6. Stress as a Constructive Force
6.1 Summary and Conclusions
6.2 Areas for Future Research

Appendix 1: Basics of Management
Appendix 2: Stress: Nature, Causes and Remedial Measures




Uma Gulati did her B.Com. (Hons.) from Shri Ram College of Commerce (SRCC), University of Delhi. Thereafter, she received her M.Com. and M.Phil. degrees from the Department of Commerce, Delhi School of Economics, University of Delhi. Specialising in organisational behaviour and development, she has attended and presented papers on the subject at various conferences/seminars at the national level. Presently, she is lecturer in the Department of Commerce, A.R.S.D. College, University of Delhi, New Delhi.

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