Bringing together renowned scholars, this handbook contains innovative current empirical and theoretical research in the area of job stress. The workplace is one of the major sources of stress in an individual's life. Placing this important topic in the context of a transactional process, this work is intended to be of use to practitioners working in clinical, organisational, family and health psychology, mental health, substance abuse, the military, and with families and women.; Chapters are arranged in five parts, the first considering theoretical approaches with an introductory article by Professor Emeritus Richard S. Lazarus. Next is an examination of various model testing formats, followed by a section on occupational stress research and coping mechanisms. Fourth is a collection of articles on the subject of burnout, and the book closes with two distinct interventions directed at stress reduction.

Bringing together renowned scholars, this handbook contains innovative current empirical and theoretical research in the area of job stress. The workplace is one of the major sources of stress in an individual's life. Placing this important topic in the context of a transactional process, this work is intended to be of use to practitioners working in clinical, organisational, family and health psychology, mental health, substance abuse, the military, and with families and women.; Chapters are arranged in five parts, the first considering theoretical approaches with an introductory article by Professor Emeritus Richard S. Lazarus. Next is an examination of various model testing formats, followed by a section on occupational stress research and coping mechanisms. Fourth is a collection of articles on the subject of burnout, and the book closes with two distinct interventions directed at stress reduction.

Offering a strategic orientation to crisis management, Crisis Management in the New Strategy Landscape 2e helps readers understand the importance of planning for crises within the wider framework of an organization's regular strategic management process. The text follows a four-stage crisis management framework: (1) Landscape Surveyuanticipating crisis events, (2) Strategic Planningusetting up the crisis management team and plan, (3) Crisis Managementuaddressing the crisis when it occurs, and (4) Organizational Learninguapplying lessons from crises so they will be prevented or at least mitigated in the future. New and HallmarkaFeatures New Chapter on international crisis managementCovers the latest trends in crisis management and looks forward to how crisis management plans and teams will look in the future Views crisis management through the lens of chaos theory, which offers real world application for practicing managers in the context of crisis management Includes a full chapter on business ethics that shows how ethical issues with management can contribute to crises and what can be done to avoid future ethics-related crises Offers a chapter on organizational learning that shows managers what needs to be done after the crisis ends, and why it is important not to return to business as usual Includes case studies and vignettes at the beginning and end of each chapter to give readers a look at real world situations where crises have occurred Provides an outline of items to include in a crisis management plan in the Appendix Crisis Management in the New Strategy Landscape is intended for upper-level undergraduate or graduate courses in Crisis Management or Crisis Communications offered in departments of management, public administration, or communication. The book could also be used as a supplement for strategic management (business policy) courses.

All organizations operate in an environment that is rapidly changing. To be successful, the organization must also change. The question is what to change and how. This book will describe in some detail a number of management programs, many of which are known by their three-letter acronyms, such as Justin-Time (JIT) or Service-Oriented Architecture (SOA). A management program is designed to improve an organization's effectiveness and efficiency. However, there are so many management programs it is often difficult for managers to decide which one would be most appropriate for their operation. This book will describe an array of management programs and group them to indicate their primary purpose. The book will also outline a process that will enable managers to select the most appropriate management program to meet their immediate and long-term needs. Implementing a management program is no small task. It can be expensive, time-consuming, and disruptive of normal operations; therefore, the choice of the management program requires careful selection and implementation. Care must be taken to increase the likelihood of successfully implementing new ventures in all types of organizations - business, nonprofit and governmental agencies. Many ventures fail, or achieve limited success, not because the idea isn't good but because the organization has not adequately prepared its internal capabilities to meet the environmental conditions in which it operates. An important feature of this book is that it can be updated periodically to add new programs and phase out programs no longer relevant. The book will provide readers with a comprehensive description of the most popular management improvement programs and their primary applications to their organizations. We will discuss the philosophy and principles of these programs and include a discussion on how to use each program to achieve optimum success. A central theme of this book is to not just adopt an improvement program for the sake of adopting it, but to match the improvement program with the specific needs in an organization. In the chapters that follow, we will illustrate how this matching process can be conducted. Above all, we plan the book to be a concise and useful resource to both practitioners and academics. Here is what you can expect in the chapters.

All organizations operate in an environment that is rapidly changing. To be successful, the organization must also change. The question is what to change and how. This book will describe in some detail a number of management programs, many of which are known by their three-letter acronyms, such as Justin-Time (JIT) or Service-Oriented Architecture (SOA). A management program is designed to improve an organization's effectiveness and efficiency. However, there are so many management programs it is often difficult for managers to decide which one would be most appropriate for their operation. This book will describe an array of management programs and group them to indicate their primary purpose. The book will also outline a process that will enable managers to select the most appropriate management program to meet their immediate and long-term needs. Implementing a management program is no small task. It can be expensive, time-consuming, and disruptive of normal operations; therefore, the choice of the management program requires careful selection and implementation. Care must be taken to increase the likelihood of successfully implementing new ventures in all types of organizations - business, nonprofit and governmental agencies. Many ventures fail, or achieve limited success, not because the idea isn't good but because the organization has not adequately prepared its internal capabilities to meet the environmental conditions in which it operates. An important feature of this book is that it can be updated periodically to add new programs and phase out programs no longer relevant. The book will provide readers with a comprehensive description of the most popular management improvement programs and their primary applications to their organizations. We will discuss the philosophy and principles of these programs and include a discussion on how to use each program to achieve optimum success. A central theme of this book is to not just adopt an improvement program for the sake of adopting it, but to match the improvement program with the specific needs in an organization. In the chapters that follow, we will illustrate how this matching process can be conducted. Above all, we plan the book to be a concise and useful resource to both practitioners and academics. Here is what you can expect in the chapters.

The uplifting story of two unlikely mountaineers: a man in late middle age and a fearless pint-sized pup who, together, scale Colorado's highest peaks. By the time life had finished hitting Rick Crandall from all sides, he was at the lowest point of his life, both personally and professionally. Depressed to find himself facing a mid-late-life age crisis and watching his finances crumble as the tech industry bubble burst, he hopes his future isn't headed downhill. It was at this critical juncture in their new marriage that his wife Pamela made an astute and life-changing suggestion: "Let's get a dog." So begins the story of Emme, a 200-pound Saint Bernard trapped in the body of 5-pound Australian terrier puppy. Soon, Emme and Rick hit the hiking trails around Aspen, Colorado. While she is groomed to be a show dog, it's soon obvious that her heart is in the hills and with Rick, who decides to add more challenging hikes to the mix. Before long, they are scaling Colorado's "fourteeners," peaks with altitudes of over 14,000 feet. On one magical day, Emme climbs to the top of four "fourteeners," a quarter of the sixteen such peaks she will complete during her life without once being carried on a trail or on the rocks on the way to a summit. In mountaineering Rick realizes he has found-in his late sixties-his life's new passion. This is where Emme has led him-out of the abyss and to the top of the mountain. She was never really walking behind: she was nudging him along until he found his stride. Even after Rick understood the glory of climbing, it was Emme still doing the leading, until Rick learned how to lead himself.