By Prof. Cary Cooper, Dr. Howard Kahn

In this easy-to-follow booklet, Professor Cary Cooper and Dr Howard Kahn guide

you during the steps you could take to regulate and keep an eye on tension within the office. This publication permits you to comprehend what pressure is and determine how and why it happens at paintings, and gives useful recommendation that will help you make confident changes.

Find out 50 belongings you can do to regulate tension at paintings this present day including:

  • Identify the motives of pressure and the way to know them
  • Develop abilities to regulate a while extra efficiently
  • Increase your resilience at work
  • Learn innovations to deal with workplace politics

  • Find out how one can elevate motivation in your self and your colleagues
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    Read Online or Download 50 Things You Can Do Today to Manage Stress at Work PDF

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    Extra info for 50 Things You Can Do Today to Manage Stress at Work

    Sample text

    It’s been found that employees in open-plan offices work longer hours. So make sure that you leave on time unless you really have to stay. 11. How to cope with a dull, boring, repetitive job Is your job one that doesn’t allow you to show your skills, knowledge and experience? Or that demands too little of your abilities and talents? It’s not surprising that you get stressed. Lots of studies have shown employees with a job that doesn’t challenge them are just as stressed as those with challenging work.

    You have no time to relax and rest at work. You have no control over the pace of an assembly line or the demands made on you. You are doing a job that has low-decision latitude (you have little ability to decide how you do your job) combined with low social support (you feel you are not cared for by other people). You are being monitored and are required to work at a constant, fast pace. For example, call-centre managers require calls to be completed by call-centre workers within a specific time.

    Managers now want organisations to be customer oriented, staff numbers reduced, and authority and decision-making decentralised - all of which can add to the pressure on employees. Staff demand greater responsibility, freedom at work and personal development, and this has been reflected by support at the policy and legislative level. This in itself can result in more demands being made on the employee. The speed of operation and production is determined by a source other than the employee. How do you know when you cannot cope with the pace of work you are expected to maintain?

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