Stress management at workplace

This case study is a peculiar example of organisational psychopharmacology, a science dealing with the stress management of employees. Rajul was efficient in his job and was close to the top management. As a senior he was also answerable to the management. He was being paid well, yet he did not have job satisfaction as he thought the work was monotonous and probably he did not find growth opportunities. Functional tension is a must in employees in order to make them work at optimal level of efficacy and effectiveness. However, dysfunctional tension causes an employee burn out in the long run. The following reasons can be identified for Rajul’s dysfunctional tension:-

Personal reasons: A popular concept in management is, “One should pick up a job which one likes or pick up any job and develop liking for it.” Rajul had been, by and large, doing well as marketing manager. But still, he saw no career development opportunity in GT. He carries this tension home and fights with his wife and shouts at his children. Happiness is a decision and not a dependency. Perhaps Rajul has to learn to be happy and like his job.

Organisational reasons: The chairman, Goldy, being a short tempered lady made Rajul tense while asking for last year’s annual financial report. Remaining cool and not offending the employees is essential for effective functioning of an organisation. Also in weekly conference, when Kaushal and Rajul had heated arguments, Gaurav should have intervened to remove their misunderstanding. Should any organisation recruit employees on recommendations of senior managers, without checking their suitability? Top management of GT has indulged in favouritism by allowing Rajul to be closer to them, which seems to have created professional jealousy. Click here to read more..

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Penguin guy takes on the World... by words alone!

Until recently, John P. Kotter was known in business circles as a well-respected author of management books and a longtime professor at Harvard Business School. Now he is known as “the penguin guy.” Last year, Kotter rewrote his 1996 book about organizational change, “Leading Change,” for a new generation of business readers. But this time, he recast it as a fable about a talking penguin named Fred who mobilizes the entire penguin colony against the threat of its melting iceberg.

With bright colorful illustrations and large text, “Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions” looks at first glance more like a children’s book than something a chief executive might read. But the book is attracting readers and creating a penguin movement in boardrooms around the world, Kotter said. Since its release last September, “Iceberg” has sold some 224,000 copies in hardcover (“Leading Change” has sold more than a million copies in 10 years), and been translated into 10 languages, with 10 more foreign editions in the works. Corporations have created exercises based on the lessons in “Iceberg.”

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Source: IIPM Editorial, 2008

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