Rlchard Pettlnger

MANAGEMENT STYLE AND PRIORITY

Stress management is not considered important enough in many orga- nizations for managers to develop this knowledge, understanding, and expertise. Nor are they encouraged to understand the value and contri- bution of many of the interventions indicated throughout this work. It is also not taught or covered suf ficiently on many business and management courses at universities and colleges.

The consequence is that its effectiveness is uneven and often dependent on the understanding and value placed on it by indi- vidual managers. This emphasizes the need for universal coverage. If members of staff in neighboring departments, divisions, and functions receive different quality of attention to stress-related problems, those treated less favorably may complain, take out a grievance or sue. This compounds the volume of stress present overall and helps to spread it across the organization.

Managers must be aware of the bene fits that accrue as the result of being a morally high value employer and of the contribution that this makes to profitability and effectiveness in terms of work continuity and commitment.

It is essential for managers to understand and be aware of the life- work balance adopted by individuals within their domain. This means taking an active responsibility, and may include sending people home, as well as insisting that people work in the pursuit of creating an effective, productive, and high-quality working environment.