Stress in Organizations presents evidence that burn-out is epidemic in all organizations, not just people-oriented ones, and simple solutions, such as stress management workshops, aren't always the answer. The book develops a model of burn-out based upon extensive research and organizational case studies. In addition to identifying the phases of burn-out, personality, and organizational factors in its development, the authors suggest treatment and policy implications. Human resources managers, in fact managers at all levels, will find the book useful and eye-opening.

Stress in Organizations: Toward A Phase Model of Burnout

Health, Fitness & Dieting

Golembiewski, Robert T.

Stevenson, Jerry

Psychology & Counseling

Praeger

This book is a major revision of R. Golembiewski, R.F. Munzenrider, and J.G. Stevenson's Stress in Organizations: Toward a Phase Model of Burnout. The authors use some of the same basic data to develop the phase model of burnout, and then examine the support for the model that has emerged since the first book was published. . . . This is a logically constructed progression with a high level of statistical sophistication. The authors have included a great deal of data (presented in tables, graphs, and figures) and a comprehensive bibliography. The writing style is consistent with the content, producing a professional book suited for advanced students and specialists. Choice
Phases of Burnout provides effective, practical methods of dealing with burnout. Including an easy-to-administer test of strain, the book describes norms to gauge the seriousness of burnout and to guide ameliorative efforts. The authors demonstrate how the incidence of burnout can be estimated with little cost and in various organizational settings. The test assigns individuals to one of eight phases of burnout. These phases co-vary with numerous personal and organizational measures of satisfaction and well-being. The phase model is thus the basis for efforts to remedy the widespread and persistent incidence of burnout.

Phases of Burnout: Developments in Concepts and Applications

Munzenrider, Robert

Business & Money

Organizational development, as an alternative to Reagan administration methods of revamping federal agencies, has been successfully applied in many public sector organizations. High Performance and Human Costs focuses on the effective new management approach of one such organization, the Metropolitan Atlanta Rapid Transit Authority (MARTA), and provides perspective on how administrators can move away from outdated bureaucratic models.
The work focuses on public agency dynamics using MARTA as an example. The authors begin by studying emerging practices for high performance and include a detailed look at staff experience and interaction. They evaluate an executive with a look at self-forcing and self-enforcing systems. Other chapters focus on the personal reactions of MARTA executives, provide guides for doing better the next-time-around, and give a small case study of another project. The authors conclude with a comparison of two approaches to high performance: Organizational Development, and the cultural approach popularized by the Peters and Waterman book In Search of Excellence.

High Performance and Human Costs: A Public-Sector Model of Organizational Development

Kiepper, Alan

Cases in Public Management

Houghton Mifflin College Div.

Cases in public management

Rand McNally College Pub. Co

Politics & Social Sciences

Politics & Government

Rand-McNally

History

Europe

Public administration; readings in institutions, processes, behavior (Rand McNally political science series)

Handbook of Organizational Behavior

Managing Diversity in Organizations focuses on a key issue that organizations are facing—diversity. It is here, and it is growing. The only question now is how well we deal with diversity, especially in organizational contexts. Golembiewski identifies the many forces and factors propelling us into the age of diversity in organizations—ethical, political, philosophic, demographic, and so on—and details the historical and contemporary approaches. Most practice has focused on a "level playing field" or equal opportunity and "tilting the playing field" or equal outcomes. This volume focuses on diversity as a strategic device rather than as a nicety rooted in behavioral and organizational research. Managing diversity successfully in organizations requires a thorough understanding of management infrastructure that is consistent with diversity--especially structures of work, policies, and procedures that institutionalize and build diversity.

Managing Diversity in Organizations

Management & Leadership

University Alabama Press

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