Rlchard Pettlnger

10.10.04
The E-Dimension

» Work structure and environment

» Communications and information

» E-markets

» Management and supervisory style

» Use and value of technology

» Conclusions

» Best practice casestudy: Tescodirect.com

28 STRESS MANAGEMENT

INTRODUCTION

The Internet, e-business and e-communications have implications for the management of stress in the following areas:

» work structure and environment;

» communications and information;

» markets;

» management, supervisory style, and attitudes; and

» use and value of the technology.

WORK STRUCTURE AND ENVIRONMENT

For many organizations, professions, and occupations, the Internet has brought great benefits. These include:

» the speed and ability to communicate with everybody (and to receive communications);

» the provision of standard bodies of information quickly and effec- tively; and

» the ability to support organization and employee development initia- tives with Website materials and interactive exercises.

It is also an effective means of keeping staff records and bodies of organizational knowledge, experience, and expertise, which can be accessed by those who are given passwords.

At its most effective, the e-dimension has brought high levels of support for strategic, operational, and functional management working in all sectors. Additional benefits are apparent for large, complex, and diversified organizations, and those with staff and activities in remote parts of the world.

The problems related to stress arise as follows.
» If e-mail and the Internet are used as the only, or major, form of communication, then this reinforces rather than dissipates feelings of isolation on the part of staff working in remote locations or away from head office. This leads to feelings of helplessness, loss of control, and the absence of known and perceived points of reference. Conducted in isolation, e-mail contacts and Web-based information systems give

THE E-DIMENSION 29
no indication of the inflections or nuances of what is being said, why or how, and little of the attitudes and expectations of those sending the communication (see Summary box 4.1).