Business Psychology Issues - Case Study Example

Business Psychology Question The factors that contributed to Ann having difficulty coping with workload The following underlying factors made significant contributions in the stress levels experienced by Anne: Lack of confidence in her own abilities to confront and solve the problem of implementing documentation regarding use of change agents within the organisation. Lowered levels of communication abilities with branch staff and employees in sharing across the table with them, the challenges aspects of the new computer project. Inability to get her message across and also how to discuss and solve their problems by empathising with them. By adopting an uncaring attitude about the problems facing her branch staff, she has only succeeded in distancing them, which only served to aggravate a vexed issue. Lack of delegation of duties and responsibilities to subordinates, had created a heavy work load for her which, finally became, somewhat unmanageable, and thus constrained her to put in more working hours for completing the task, albeit behind schedule. Inability to cope with increased work load and deadlines has left her mentally drained, and physically devoid of energies, to carry out assigned tasks. She had agreed to take up the project without understanding its full implications and the impact it would have on the work force of the branch. Had she sought some more time to understand and perceive the project in its proper perspective, the results would definitely have much more positive and less stressful for all. Her inability to develop a strong and mutually understanding working rapport with her boss, Liz, has made things more unpleasant for her. Although she had initially shown great enthusiasm for the work, without understanding its full implications, she completed the work through sheer physical strain and mental tenacity and purposeful design. She had expected a word of praise from her boss, which was not forthcoming, since Liz herself was in a stressful state. This created further stress levels since she felt her hard work remained unnoticed by her superior officer. Further, her boss's demand regarding the Transax Pilot Study Evaluation Questionnaire was ill-timed, since she was just recovering from high stress of the completed project. Therefore, it was but natural, that she would be upset about Liz's attitude towards the work and particularly, the demanding nature of Liz's inquiry which would have put her ill at ease, and contemplate a change of employment. As a company psychologist, it is felt that the stemming factor for Anne's current attitude is her own feeling of inadequacy and lack of self confidence. Perhaps she was not aware that stress by itself is not harmful, but it is only her reactions to it, and inability of coping successfully with it, that made all the difference. Another factor was that her stress did not have any outlets by which it could be channelised and transformed into positive work energy. All the above were contributory factors to Anne's levels of stress. A part of the stress naturally flowed from the work culture, but a major part of stress was Anne's own undoing and her negative attitude towards her workload. Question 2: Anne's actions and behavior that have contributed to her experiencing stress: As a Company Psychologist, it has been felt that Anne's actions and behaviors pattern had contributed significantly to her experiences. In the first place, she took up the project without knowing its future impact on the work culture in her workplace, and later, she was embroiled in a series of controversial settings with the work force, the union and also with her superior officer, Liz. She had a slightly demanding attitude with the branch staff and refused to hear things from their perspective and yet, insisted that the project had to be done, without framing any Plan-Of-Action towards its conceptualization, planning, organising and execution. There are clear manifestations that the levels of stress and tight work schedule she was experiencing as a manager, was percolating down the hierarchy. Further, instead of seeking solutions for the myriad problems surrounding the computer project, she was dwelling on the problems themselves, and this led to inability to clear the project according to the deadlines. By not delegating enough work to the staff so that she could concentrate on important issues of planning and decision making, she was not able to participate in managerial functions and this created added workloads for her. It is natural that a senior manager in a large organisation should experience high levels of stress and it is indeed to Ann's credit that she had been able to complete the project. But, at the end of it she was highly stressful and even highly angry when Liz did not compliment her for the end of the project. This shows that, as a business leader, Anne is highly individualistic and needs to improve on her teamwork capacities. It is a known fact that a project of the size and magnitudes of Transax Projects, could not be done by just a few executives, and would need the full participation of a strong and vibrant team, who through the use of scientific tools and research methods, could complete the assigned project on time. Therefore, the teamwork aspects were missing in Ann's actions and behavior, and she behaved as though the entire project rested in her domain. For a manager, it is essential that she be able to assign tasks and responsibilities to her subordinates and ensure that the work assigned is completed. If every employee in an organisation is able to perform his/her assigned tasks, all the work would move smoothly and there would be no question of tension to anybody. From her actions, it is evident that Ann concentrated more, on the enormity of the formidable task rather than seeking ways and means to seek solutions to it, thereby compounding her woes and tribulations. Anne's action and behavior, after the task was completed, reinforced her dormant anxieties and fears. While she expected to be complimented on a job well done, she was angry that her boss did not feel it necessary to appreciate her efforts. She felt that Liz was casting doubts about her abilities by asking her about the questionnaire and, at this stage, she could not control her pent-up emotions, and became agitated. "It is often difficult for an employee to choose a rational response and they may internalize the stress." (Managing Stress in the Workplace. 2003, P.12). Her behavior at this stage contributed to reinforcement of stress and emotional outburst, which made her, even to question the rationale of continuing to work for Hallamshire Building Society. A psychological study of Anne's attitude and reactions would definitely opine that although there have been contributory causes for her high level of emotional stress caused by overwork and other underlying reasons, her reactions to it have been far from desirable. Instead of seeking to alleviate and if possibly eliminate the stress, her reactions have only served to reinforce it. It is necessary that Anne needs a thorough psychological evaluation in order to make her a useful and productive member of the management team. Question 3. Demonstrate how Anne's own action could have minimized, or avoided experiencing stress: As a Company Psychologist, it is felt that the first aspect is to instill a high degree of confidence and positive thinking, in both Anne and her Branch Staff. This is because it is evident from the case study, that the fundamental cause has been the lack of confidence by the manager, which has also affected morale and productivity of the work force. Once the confidence levels have been regained, the work related problems could be solved. Next, the planning for such large projects need to be meticulously carried out, and proper work allotment made to all the existing branch staff with reasonable deadlines, for completion. This would ensure that workload related stress would be shared by the entire available workforce and need not be centralized on one person. By using scientific technologies of Project Management, like Programme Evaluation & Review Techniques (PERT) and Critical Path Methods, (CPM), the best operational technique for installing the computer system could be operationalised and implemented. These systems are designed to consider all the variable factors impinging large projects, and have abilities of successfully implementing, large capital intensive projects. The idea being that such techniques would reduce stress and overload on individuals, and contribute towards team work. She could have avoided levels of stress by Delegating more work to subordinates Developing a written and realistic plan of action showing the work assigned to different staff members and allocation Emotional control needs to be exercised, especially during stress situations and she must learn to be calm and collected always It is necessary that she builds a higher level of confidence towards her work and not feel that she is still 'learning the ropes.' This is because the demands of business performance do not distinguish between experienced and new managers. Anne needs to become more solution oriented rather than problem oriented. She has to devise methods by which small problems could be solved without the risk of it turning into major issues at later stages. She needs to inculcate a more friendly, co-operative and genial attitude towards her colleagues, branch staff and more importantly, her boss, Liz. Through mutual understanding, trust and co-operative methods, it is believed that such conflicts areas would be a thing of the past, in the company. Another area that needs to be reviewed is with regard to the work flow from the branch manger, Anne to the staff and the degree of accountability from them to the Branch manager. This needs to be streamlined and areas of authority and responsibilities duly demarcated. By far the most important aspect is that as the Branch Manger, Anne needs to take complete control and responsibility of the unit and has to make it work in a smooth and efficient method. Anne needs to priorities the demands on her time among tasks which are urgent, important or both. She needs to resort to Time Management techniques and allocate work to herself according to its demands and implications for her business. The important matters may be retained by her and the rest could be delegated to her subordinate staff Question 4 How Liz could have managed the situation more effectively to ensure that Ann was not placed in a situation where she became subjected to workplace stress: In the first place, Liz should have analyzed the role of the Branch Manager, Anne regarding the installation of computer system, in its right perspective. Although she could be functionally responsible for the installation and maintenance of the computer system, it would be too much to demand her active participation in its commissioning, since, as the branch manger, she is already beset with a myriad number of tasks and responsibilities. The task she was undertaking was in addition to the day- to- day supervisor and administration of the company. This has created an additional workload to Anne, thereby adding to her burgeoning tasks and creating further stress zones. Liz could have utilized the services of an independent, professional software company for the pilot project, concerning the installation of the new computer package, and could have involved Anne only at a later stage, for its operation ability and functional usage. This would have put her under lesser stress levels, and she could have utilized the time for formulating strategic business planning and increasing profitability for the organisation. The use of an independent software consulting company would have ensured the highest degree of confidentiality and safety aspects of the pilot project and also its professional standards. However in the present circumstances, as a professional psychologist, it is felt that Liz need to take a more empathizing and caring attitude towards the work efforts of the staff of the Building Society. Having completed the project, it is felt that a word of commendation to Anne would have been in place. The Company would gained an additional spurt of morale and higher inter employee relations by this simple gesture. It may be said that the stress levels experienced by the Branch Manager, Anne is a routine one. The areas of interpersonal relationships, lowering of stress levels and smooth work flow, according to predetermined plans and programmes and better cooperation, co-ordination among the staff members, should form the basis for a deterministic and holistic approach to the psychological approach of this problem. "Signs of occupational stress are an indication of problems with management systems which should be seen as an opportunity for workplace performance and productivity improvement" (Managing Stress in the Workplace. 2003, P.13). Recommendations: How Ann, herself, can deal with her high level of stress and her feelings of being unappreciated Ann could deal with her higher levels of stress by not getting herself involved in situations that could cause elevated levels of stress for her. This is easier said that done, since working in a managerial position, involved a certain amount of mandatory stress, and therefore, it is necessary that Ann does not take up extra workload that could be a contributory cause for future stress, since it could affect her personality and attitude to work. For dealing with her elevated level of stress, Ann could also have regular sittings with the psychologists and other health care professionals, who could co-ordinate with her, in dealing with stressors and how it could be made beneficial for her. The regular interaction with psychologists and health care professionals could make her emotionally stable and a likeable person to her colleagues and business associates. Next, the only way of feeling appreciated would be to appreciate other people, whether it be her staff members, suppliers or anybody else. The infectious spread of appreciation has to come from the individual and can boost the morale of the work force and also bring about healthy employee relationships, which could boost productivity and work performance. Thus it could be said that Ann would need the assistance of professional health care experts in order to address to her stress at work, and should follow the guidelines set by them in dealing with matters connected with this stress. Her feelings of being unappreciated by others could also be a matter of discussions with health care specialists, who may be able to offer plausible solutions. How Liz should manage the situation, as it currently exist, and how she can avoid similar issues arising in the future Liz, the boss of Ann needs to take an overall view of the whole situation as it stands at the moment. She also needs to review the official relationships she has with Ann. She needs to position herself in the place of Ann and be able to see things from Ann's perspective. This would present the situation in better light, in as far as the interrelationship between Ann and Liz are concerned. In a demanding workplace, it is often possible that results matter more than action or emotions. But emotions fuel action in humans. Some of the greatest achievements in the world have been stoked by human emotion, and it is the guiding spirit for man's deeds and achievements. A psychologist could consider the fact that Liz needs to control Ann's actions, so that a healthy rapport could be maintained between the two, based upon mutual respect and understanding. Liz could reason out beforehand, as much as is possible, the reactions of Ann to her official pronouncements, and how it could fuel negative or positive reactions, from her side. It could also consider how relationships could be reinforced by as better understanding from both sides. Liz should maintain excellent communication with Ann, not only in official matters but also other areas of common interests. This could result to a healthier working relationship between the two, within and outside the sphere of work. Conclusions: It is seen that the area of conflict as seen in this case study stems from mutual lack of understanding and appreciation of each other's viewpoints. In the first place, Ann needs to improve her working rapport with her branch staff and superiors, by better networking with them, and similarly, also creating a better working environment with them It may be said that in a workplace, the responsibility of reducing stress in the workforce lies squarely with the management. The methods which could be enforced for reducing stress would be through: Constant training and job orientation Stress management programmes and workshops One to one interaction by staff members with company psychiatrists, psychologists and other health care professionals Greater participation of all staff members in off work sports activities and cultural programmes Developing the right corporate culture that could imbibe mutual trust and healthy dealings among all the members of the management. Finally, it could be stated that stress at work needs to be controlled before it assumes added significance. It is the responsibility of the management to ensure, through training and orientation that the employees and work staff are fully protected from the evils of adverse stress in order to maintain a viable working environment and positive work culture at all times. "But most importantly, the effective manager will need to try and understand why a particular employee is responding to a certain stressor in a way that is causing harm. It will be the manager's response to the employees stress response that will be a critical factor in successfully resolving the Problem" (Managing Stress in the Workplace. 2003, P.19). Bibliography Managing Stress in the Workplace. (2003). A practical guide for managers. The Individual's response to Workplace Stress. P.12. [online]. NT Work Safe. Last accessed 12 December 2007 at: http://www.worksafe.nt.gov.au/corporate/publications/pub0003.pdf Managing Stress in the Workplace. (2003). A practical guide for managers: Occupational Stress Management. P.13. [online]. NT Work Safe. Last accessed 12 December 2007 at: http://www.worksafe.nt.gov.au/corporate/publications/pub0003.pdf Managing Stress in the Workplace. (2003). A practical guide for managers. Early intervention is the key to effective stress management. P.19. [online]. NT Work Safe. Last accessed 12 December 2007 at: http://www.worksafe.nt.gov.au/corporate/publications/pub0003.pdf Read More