Managerial stress ‐ dealing with the causes, not the symptoms

Defines job stress. Explains why managerial stress is likely to be on the increase. Notes the increased attention to managerial stress, e.g. attempts to measure stress and relaxation techniques. Warns about the dangers of concentrating just on the symptoms, which may be counterproductive. Emphasizes the need to identify and deal with basic causes. Explains the technique of “Role set analysis” as a means of stress reduction by “load management”. Individual management skills also need assessing as lack of these can cause or exacerbate managerial “overload”. Organizational realities are that managers often have to work out their own salvation and the technique of role set analysis can be directly applied by individual managers. It can also be used on a departmental workshop basis and as a strategic concept at organization level.