STRESS MANAGEMENT AND ORGANIZATIONAL CHART 1
StressManagement and Organizational Chart
ORGANIZATIONALAPPROACHES TOWARDS MANAGING STRESS
Makingexpectations clear is one way in which organizations can reduce ormanage stress. Workers who are aware of their employers’expectations always perform better (Dransfield,2011).It makes them work towards a goal and thus is aware of what isexpected of them. For example in a sales department of a bankingcompany, the sales manager sets the target to at least one loan amonth. The employees will work towards the expectation of the manager(Smith,2009).They will have reduced stress of impressing the bank whoseexpectations they don’t know. Providing employees with a sense ofautonomy and support help manage organizational stress.
Itwill help them have the feeling that they control their environment(Marsterson,2009).For example, the driver of the CEO of the company would have reducedstress if his boss does not tell him now and again how to drive. Heshould feel in control and free in his duty as a driver withoutpressure. Creation of a fair workplace environment is important inthe management of stress (Quick,2007).Organizations that treat their workers fairly help reduceorganizational stress. For example, if a worker gets unwell at theworkplace and the organizations takes responsibility of taking him orher to the hospital (Olpin,2013).It will reduce the stress levels of employees’ wondering what willhappen if they fall ill at the workplace.
Individualapproaches to managing stress include humor. It works because duringlaugher some helpful chemicals are secreted to the brain that helpsone relax (Murray,2009).For example, one can create humor by going through his or her albumand funny memories. Taking a nap also helps managing stress. Forexample, when one is stressed and sleeps they wake up with fewerthoughts of the past disturbance. Physical activities like walkingand jogging or playing football help manage individual stress. Forexample, when one is stressed and plays football, he gets his mindoccupied with the game and forgets about the stressing issue.
Theorganizational chart below is a matrix structure because it theorganization structure is divided both in terms of functions anddivisions. The organizational design affects relationship with othercompanies by interaction of its employees. For example, the salesdepartment and the field agents’ interaction develops anintercompany relationship. Peer to peer company relationship can beestablished through the general managers (Cooper,2010).
Advantagesare that the organization has sales department in every subsidiarythus minimizing confusion and enabling better accountability(Gregson,2008). Each subsidiary has a manager thus decentralization that makesdecision making faster. Disadvantages are that there is a subsidiarywithout field officers that may make it seem less to othersubsidiaries. Another disadvantage is the presence only oneaccounting and payrolls department which makes it difficult toaccount for all the subsidiaries due to delays in handing overrecords (Abbey,2010).The general managers’ role is to make critical decisions and ensureimplementation of a strategic plan. The subsidiary managers aresupposed to implement the strategic plan and ensure the subsidiariesare operational. The first change I would make is to have anadministrative department in each and every subsidiary (Baligh,2006).The second is to ensure that all subsidiaries are equal by havingfield officers and administration officers in all the subsidiaries.
Abbey,A. (2010). OrganizationalStress.Basingstoke: Palgrave Macmillan.
Baligh,H. H. (2006). Organizationstructures: Theory and design, analysis and prescription.New York: Springer.
Cooper,C. L., Sutherland, V. J., & Bond, F. W. (2010). Organizationalstress management: A
strategicapproach.Basingstoke: Palgrave Macmillan.
Dransfield,R. (2011). Businessfor foundation degrees and higher awards.Oxford: Heinemann.
Gregson,S. R. (2008). Stressmanagement.Mankato, Minn: LifeMatters.
Marsterson,W. A. J. (2009). Workingpapers on organisational charts.Oxford, England: Council of Polytechnic Librarians.
Murray,P., Poole, D., & Jones, G. (2009). Contemporaryissues in management and organisational behaviour.Southbank, Vic: Thomson Learning.
Olpin,M., & Hesson, M. (2013). Stressmanagement for life: A research-based, experiential approach.Belmont, CA: Wadsworth, Cengage Learning.
Quick,J. C., & Quick, J. D. (2007). Organizationalstress and preventive management.New
Smith,J. C. (2009). Stressmanagement: A comprehensive handbook of techniques and
strategies.New York: Springer Pub.