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Organizational Stress: Positive or Negative?

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Organizational Stress: Positive or Negative?
DDBA 8151 – Andrea Manzoni
Discussion 1 Module 3
Organizational Stress: Positive or Negative?
The increased uncertainty about the future, the global competition, lower living standards, the spreading disorganization and absence of leadership are just some of the causes that concur to generate organizational stress. Lazarus (as cited in Selart & Johansen, 2011) defined stress as the physiological and psychological reaction of any individual against external factors called stressors. Several studies were conducted to evaluate how these factors negatively affect the physical and mental health of both workers and managers. For instance research conducted by the European Foundation for the Improvement of Living and Working Conditions in 2003, highlighted that the stress is the second cause of health problems at work (Mitut, 2010).
In this post, I have provided a definition of the organizational stress, its causes and the way it affects the organization. Then I have addressed my considerations about positive and negative stress coming from my personal experience. Therefore, I have offered some ideas on how to assess stress and manage it. Concluding, I have provided some considerations on how the organizational stress is negative for the wealth of the business.
Causes of Organizational Stress
There are many causes of stress within an organization due to mismanagement or poor leadership. These causes could include the organizational structure, leadership style and quality, the unclear identification of tasks and roles, the demanding of high-quality standards, the increasing "24/7" availability, structural and business processes change, and the quality of communication within and outside the organization (Manning & Preston, 2003). Further, Mitut (2010) defined four main stressors: (a) professional activities carried out in unstable conditions, (b) professional dissatisfaction, (c) work related hassle, and (d) imbalance between personal and professional time.



References: Bass B.M., (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9–26. Retrieved from: http://www.techtied.net/wp-content/uploads/2007/10/bass_transforrmational_leadership.pdf Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124–34. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/10174450. Retrieved from Walden library. Manning, B. Y. D., & Preston, A. (2003). Organizational stress : Focusing on ways to minimize distress. CUPA-HR Journal, 54(2). Retrieved from https://www.cupahr.org/knowledgecenter/hehr_db/articles/employee_rel/Organizational%20Stress.pdf Mitut, I. (2010). Managerial investment on organizational stress. Romanian Economic and Business Review, 5(3), 89–100. Retrieved from Walden library. Posner, B. Z. (2010). Another look at the impact of personal and organizational values congruency. Journal of Business Ethics, 97(4), 535–541. doi:10.1007/s10551-010-0530-1. Selart, M., & Johansen, S. T. (2011). Ethical decision making in organizations : The role of leadership stress. Journal of Business Ethics, 99, 129–143. doi:10.1007/s10551-010-0649-0

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