Rlchard Pettlnger

CONCLUSIONS

Stress management is not conducted in isolation. A key part of manage- rial and supervisory skill and expertise is the ability to recognize and address stress wherever it occurs or becomes apparent. As with every aspect of managerial performance, the quicker stress-related problems are recognized, the less long-term damage is caused to organizations and individual behavior, performance, and output.

The priority lies in accepting and understanding rather than denial. Once this hurdle is jumped, speci fic attention can then be paid to each of the elements indicated above. Individual and institutional problems can then be addressed and resolved. Each time this is successful, major benefits accrue and these are quanti fiable in both financial and human terms. A derived bene fit is the development of ever-greater levels of mutuality of interest, con fidence, trust, respect, and value, and these are critical elements in ensuring long-term successful and pro fitable organizational performance.

70 STRESS MANAGEMENT

NOTE

1 McGregor, D. (1960) The Human Side of Enterprise. McGraw Hill.