Preventive Stress Management in Organizations †MyAssignmenthelp

Question: Discuss about the Preventive Stress Management in Organizations. Answer: Introduction Team work vs. individualism is a concept that has been in work contention over a long period of time. The concept of individualism is a political, psychological and ethical concept that delves deeper into a human or workers character traits. From the psychological and the ethical point of view, individualism gives a human being the make decisions independently while following his own independent and free thinking. It is strongly linked to individual rights supremacy in political spheres (Biech, 2008). Personal success is greatly highlighted by companies that push for individualism rather than teamwork or collective success. It requires high levels of individual responsibility and following of personal initiatives. A closer in the operations of Australias largest company that is BHP Billiton in leadership and management as teamwork which has led to the success of the company. In BHP Billiton organization, it is important that employees work as a team. Every employee must contribute hi s bit to make team work the best results. When working in a team effectively, synergy appears, that is, the union of energies. This causes the efforts made by the members to be strengthened, reducing the time of action and increasing the efficiency in the results (Dalton, Hoyle and Watts, 2006). Teamwork and its many advantages Today, when conducting a job interview, this competition (teamwork) is one of the most highly rated by recruiters in staff selection processes, as it brings many benefits to the company. Here are some benefits of teamwork: Individual work increases the workload and responsibilities and this can lead to increased stress. Since teamwork allows both tasks and responsibilities to be shared, stress decreases. Since teamwork allows individuals to focus on what they do best, they do not have to worry about jobs or tasks they do not master. This helps to produce better quality work, since it increases productivity. Each individual focuses on their specialty, and collaboration allows each to maximize their potential in the dominating task. Before achieving results, teamwork needs a period in which interpersonal relationships are established. Groups that go forward increase efficiency and productivity (DuBrin, 2009). If a company wants teamwork to bring the benefits mentioned above, it is necessary for employees to work as a whole. For good teamwork, you should: Build trust Set common goals Create sense of belonging Involve people in decision-making Seek understanding between parties Encourage communication Seize diversity Celebrate group successes Promote mutual commitment and shared responsibility If BHP Billiton has talents in different facets and you put them to work each one separately, you will not be able to create the necessary synergies. Therefore, give the team strength a chance over individualism and you will notice how the dynamics improves It is true that the working groups in the organizations bring positive results, but in order for them to function correctly, and achieve the objectives satisfactorily, they need some kind of organization, but there is a risk that some of the disadvantages of group work will be fulfilled (Miller, 2007). This is where the dynamics of teamwork come into play, because if we manage to find the right ones, we will achieve all this advantages when working as a team: Better ideas and decisions that lead to higher quality results, as there are more minds working on it and supervising the work at the same time.It encourages collaboration and increases trust and solidarity among colleagues, resulting in greater happiness at work. Multifunctional skills are growing. Communication is extended, leading to better understanding and better management of equipment. Examples of Teamwork versus Individual The working environment also benefits because the individual objectives are surpassed by the groups. A good working team with the right dynamics will be able to put the interests of the group above the personal ones.The acceptance of ideas and decisions will be better with group work than if they come from a single person, since it no longer sounds to impositions but to proposals and they lead to a mutual consensus. In BHP Billiton, departmental heads are leaders while the casuals and the engineers work under them to produce quality products. Individual trust is greater thanks to the support of the group, as it creates a climate of security with shared responsibilities that allows more confidence in one's own possibilities, while individual weaknesses are more compensated. Authority and autonomy can be delegated, while in individual work no. Increases the speed of work, since the processes of corrections and control are reduced more than in a vertical organization In the abstract, t here is no ideal team. Taking a number of people, all of them exceptional professionals and putting them to work together does not guarantee that you will be an exceptional team (Quick, Wright and Adkins, 2015). This is because it is the most efficient way, and because the first swords, the exceptional people, are bright stars, they must shine alone and not within a constellation. Each company has some goals to achieve, these vary from company to company, even within a single structure the goals change at every moment. The ideal team, for a given company at a given time, is the one that is the most adequate to achieve its objectives in the most efficient way, within the environment in which it is. It is even presumed to work as a team as if it were a personal virtue and the panacea to solve all problems (Salas, 2013). In our experience, not everything that qualifies as teamwork is actually. In fact, teamwork is not given when many people work in the same and compete with each other; They avoid the responsibilities that they must assume, passing the affairs of one to another; They defend enclosed stumps; When a homogeneity in people is forced to "adapt" to the leader. There are things that must be done alone, for example: think, decide, take responsibility, some activities that require a special concentration, review of own actions, leadership. However, the complexity of many tasks and issues imply that they are unreachable by a single person, and need to be done for more (Salas, 2013). Teamwork is neither more nor less than the individual work that collaborates towards a common end. It is an attitude of service towards a spirit of the hive: a super organizational end. All members of the team voluntarily decide to subordinate part of their freedom (and particular interests) to a maximum goal: to tr uly work as a team. That is, teamwork becomes an end in itself, because the members of the team are convinced that it is the best way to achieve the end of the project. Conclusion This is always done in a conscious respect for the dignity of individuals and particular interests. Value added, wealth comes from the diversity of what each is and brings.All papers in principle have the same value. The leader is not the most important: he is simply the leader. Applying to the world of work, this principle came to a conception of human nature that can be summarized as "that men feel disgust for work by the effort and responsibility it entails (Simpson, 2017).If they work, it is to obtain a salary (economic incentives) that allow them to satisfy certain needs in the margin of work. As they are passive and lack interest in their work, men must be directed and require strict control of their behavior. Therefore, it is an economic motivation that pushes men to work. References Biech, E. (2008). The Pfeiffer Book of Successful Team-Building Tools. New York, NY: John Wiley Sons. Dalton, M., Hoyle, D. and Watts, M. (2006). Human relations. Mason, Ohio: Thomson South-Western. Drucker, P. (1998). Managing in a time of great change. New York: Truman Talley Books/Plume. DuBrin, A. (2009). Political behavior in organizations. Thousand Oaks: Sage Publications. Heller, A. (2009). Dresden teamwork concept for medical high risk organizations. New York: Nova Science. Miller, B. (2007). More quick team-building activities for busy managers. New York: AMACOM/American Management Association. Parker, G. (2003). Cross-functional teams. San Francisco (CA): Jossey-Bass. Quick, J., Wright, T. and Adkins, J. (2015). Preventive Stress Management in Organizations. Washington: American Psychological Association. Salas, E. (2013). Developing and enhancing teamwork in organizations. San Francisco, Calif.: Jossey-Bass. Simpson, A. (2017). The Innovation-Friendly Organization. London: Palgrave Macmillan.