Essays on Positive and Negative Theories that Managers in the US, Japan and Thailand Use to Address Job Stress Coursework

Download full paperFile format: .doc, available for editing

The paper "Positive and Negative Theories that Managers in the US, Japan and Thailand Use to Address Job Stress" is a great example of management coursework.   Different philosophers have come up with various ways to explain and define stress for both the work environment and in personal lives. It explains a situation where a person experiences strain and pressure from both the internal and external environment. This is to mean that it can also be from within a person (Linden 2005). This research aims at analyzing causes of stress to individuals, their signs and methods of handling such situations in a workplace.

It accomplishes this by analyzing stress theories by certain philosophers and how they apply to individuals in organizations. This study analyzes positive and negative job stress and theories that managers in the US, Japan and Thailand use to address job stress. This essay looks at the causes of stress in three countries in regard to employees in organizations in these countries. It also seeks to analyze three theories of stress management under these three countries. They include Thailand, U.S. A and Japan (Richard 2006).

It investigates the impacts of stress in an individual to organizations in the three countries above. The essay also seeks to analyze methods and theories that senior managers in Japan, Thailand and the US apply to their organizations to manage job stress. Job stress and its causes to an individual and an organization According to this essay, there are certain causes of job stress among individuals depending on their environment and working conditions as well as living conditions in a country. This calls for the need to employ managers to deal with such issues in an organization.

Employing managers who are experts in this field will ensure that they can handle job stress from employees to ensure the success of an organization (Singh 2009). This is the case in most multinational organizations in such countries like the US, Thailand, Japan to assist in the management of internal factors in an organization to avoid job stress. These managers have an obligation of responding well to different cultures of their employees; hence, creating a favorable working environment. The cause of this strain or pressure is the interaction between a person and his environment.

In this case, the external forces may include other people, living condition or the workplace environment. Some people get more stress under certain situations in their lives unlike others; therefore, stress levels range from one individual to another (Richard 2006). However, regardless of the causes of stress, it is important to note that a person under stress cannot work effectively in his place of work. This is because they are not in their right senses to work effectively and efficiently.

They cannot achieve goals at work and also at individual levels. It is vital to remember that situations or causes of stress are unavoidable and uncontrollable; thus, an individual could always avoid such situations. There are various signs of stress depending on causing factors and an individual. Experts in this field classify signs of stress as acute and mild. These signs vary depending on the sources of stress in a work environment. Research shows that some sources of job stress include working under time pressures, work overload and physical working conditions among many others.

Roles that one holds in an organization can also cause conflict that leads to job stress (Linden 2005). Such factors like role conflict and responsibilities in an organization can cause job stress among its employees. Other factors that cause stress in an organization in Japan, Us and Thailand include relationships at work. For instance, the poor relationship between an employee and his boss will lead to job stress because an employee does not feel comfortable working under such conditions. Failure to involve employees in the decision-making process also causes job stress.

Bibliography

Cary, L. Cooper (2000): Theories of organizational stress: OUP Oxford: P. 23-67.

Richard, S. L. (2006): Stress and emotion: Springer Publishing Company: Pg. 245-299.

Stavroula, L & Jonathan, H. (2010): Occupational health psychology: John Wiley & Sons: Pg. 89-107.

Greenberg, J. (2003): Organizational behavior: the state of the science: Routlegde: Pg. 345-378.

Landy, F. J & Conte, J. M. (2009): Work in the 21st century: an introduction to the industrial and organizational psychology: John Wiley & Sons: Pg. 675-700.

Singh, A. (2009): Stress management: mission to fight pressure, mental and emotional strain: Global India Publications: Pg. 256-278.

Linden, W. (2005): Stress management: from basic science to better practice: SAGE: Pg. 145- 178.

Hiriyappa, B. (2012): Stress management: leading to success: Book tango: Pg. 45-67.

Download full paperFile format: .doc, available for editing
Contact Us