Consider the following two scenarios:
Scenario 1:
The atmosphere at a small technology firm in California is always confusing and chaotic. Employees are under constant pressure to meet deadlines, and expectations frequently and suddenly change. Despite the lack of clarity, supervisors frequently reprimand employees for failure to perform. Supervisors often give these reprimands publicly. Employees constantly compete for supervisor attention.
Scenario 2:
Workers at a business-consulting firm in Massachusetts do the same job they have done in the same way they have done it for the past ten years. Employees receive almost no supervision or feedback. Leadership does little to promote change or foster creativity. Employees rarely communicate with those outside of their departments. Employees work quietly in an orderly manner but receive little stimulation.
It is likely easy to identify which of the scenarios is less stressful. But is either environment desirable or indicative of a healthy organization?
Normally, the term organizational stress is a negative concept. The majority of stress researchers have focused on personal distress rather than on examining the positive aspect of stress called eustress (Gibbons, Dempster, & Moutray, 2008). Scholars and practitioners need to give more attention to the question of if and when organizational stress can be beneficial.
TO PREPARE:
Consider your experiences with stress in organizations and how you as a leader would address organizational stress.
WRITE: an evaluation of the impact of organizational stress. Explain whether you think organizational stress can be positive, negative, or both.
Then, given your proposed nature of stress, explain how you as a leader of an organization would assess and manage organizational stress. Identify tools you would use to assess organizational stress. Explain how you would promote or minimize stress within an organization.
To support your position, be sure to include references to personal experience and two scholarly resources.
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