Personal stress has an enormous impact on organizational and employee performance. This book introduces the web-based diagnostic tool IMPRESS, which provides employees, managers and HR professionals with information about potential stress factors. The book describes the underlying methodology for this integrated approach and presents the tools and learning modules to support the methodology. A series of case studies from pilot implementations in companies and universities illustrate the application of the approach in a variety of work environments.   The book is based on an international research project for a holistic approach to stress prevention by combining Human Systems Audit with the European Excellence approach as promoted by the Common Assessment Framework (CAF) and the EFQM Excellence Model. This approach is intended to contribute to organizational development that supports effective employee stress management.

nexusstc/Organisational Excellence and Resilience: Stress Management as a Component of a Sustainable Corporate Development Strategy/826129484660e68914ab090461c042e6.pdf

lgli/Organisational Excellence and Resilience.pdf

lgrsnf/Organisational Excellence and Resilience.pdf

zlib/Business & Economics/Management & Leadership/Rita Berger, C.-Andreas Dalluege, Hans-Werner Franz/Organisational Excellence and Resilience: Stress Management as a Component of a Sustainable Corporate Development Strategy_18644946.pdf

Ludger Kolhoff; Julia Hartung-Ziehlke; Karen Frankenstein

Berger, Rita; Dalluege, C.-Andreas; Franz, Hans-Werner

Rita Berger, C.-Andreas Dalluege, Hans-Werner Franz

Rita Berger, C. Andreas Dalluege, Hans-Werner Franz

Springer Nature Switzerland AG

Management for professionals, Cham, Switzerland, 2022

Management for Professionals Ser, Cham, 2021

Springer Nature, Cham, Switzerland, 2022

Switzerland, Switzerland

1st ed. 2022, 2021

1st ed, S.l, 2022

3, 2021

producers:
Adobe PDF Library 10.0.1

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Foreword 6
Downloads and Links for Tools and Trainings Described in the Book 8
Contents 9
Editors and Contributors 10
Part I: Theoretical Basis 16
The Concept of a Comprehensive Management Approach 17
1 The Concept: Excellence as a Management and Leadership Culture 17
2 A Fundamental Management Decision: Quality Management or Management Quality? 19
Excursion into a Short History of the Quality Idea 20
Craft Occupations, Craft and Commercial Guilds 20
Tested Quality 21
Produced Quality 22
Quality of Leadership and Organisation 23
3 Quality and Excellence 27
Quality as Such and for Me 27
Quality of Work 31
Quality in Services Like Learning and Caring 32
Stakeholder Orientation 33
4 The EFQM Excellence Model 34
The Excellence Model Till 2019 35
Periodical Self-Assessment as a Learning and Improvement Driver 37
The EFQM Excellence Model Release 4.0 38
5 Learning Organisation 38
Can Organisations Learn? 39
What Is (Organisational) Learning? 41
Knowledge or Competence? 43
From Communities of Practice to Communities of Performance 46
Learning Organisation and Continuous Improvement Process 48
Stakeholder Orientation as a Permanent Process 50
Improvement Process 51
Learning Process 52
Participation Process 57
Decision-Making Process 59
Appropriation Process 60
6 The Introductory and Advisory Process 61
Advice and Advisor 61
Pitfall Patterns 63
Learning Time Versus Working Time 63
Team Work Versus Circle Work 64
Comprehensive Versus Tailor-Made Participation 64
Standardisation Versus Adapted Solutions 64
Process Orientation Versus Result Orientation 64
Keeping the Minutes 65
How to Start 66
7 Stakeholder Analysis 68
Customer-Supplier Analysis 71
8 Final Remarks 72
References 74
Stress Management and Resilience Building 76
1 Sustainable Business Development and Decent Work 76
2 Stressful Working Conditions 79
3 Resources at Work 82
4 Resource Development and Resilience Among Employees, Teams and as a Human Resource Management Task 86
5 Stress Management and Excellence 89
Purpose, Vision, and Strategy 92
6 Organisational Culture and Organisational Leadership 93
7 Involve Stakeholders 95
Creating Sustainable Benefits 96
Driving Performance and Transformation 97
References 98
Part II: The Software Solution 102
The Concept of Excellence-Driven Self-Assessment 103
1 Introduction 103
2 Using a Web-Based Support Application 106
THE GOA-Workbench 107
3 Adaptations to the EFQM 4.0 Modell 109
Introduction to the Web-Based Self-Assessment Modules 111
Individual Stress Factor Assessment 111
Corporate Stress Factor Assessment 118
Improvement Planning with the CSFA 123
GOA Easy Assessment-A Web-Based Self-Assessment Approach Based on EFQM 126
4 Integration of Results and Improvement Ideas from Both Types of Self-Assessment 132
References 135
IMPRESS Training Modules 136
1 Introduction 136
2 E-Learning Modules 138
Stress Management Basics 138
Background Knowledge on Stressors 139
Background Knowledge on Resources 140
Introduction to Excellence 141
3 Facilitated Coaching 142
Control and Clarity 142
Leadership and Social Support 142
Organisational Climate and Communication 142
Attitudes and Behaviours 144
Roles and Responsibilities 144
Team Climate and Cooperation 145
Working Conditions and Workflow 145
Task 145
4 Combining Additional Training Modules to a Customised Follow-up Training 147
References 148
Part III: Case Studies on the Introduction of Excellence-Based Stress Management and the Use of the Self-Assessment Software 149
Pilot Projects Conducted Within IMPRESS 150
1 Introduction 150
2 Analysis of Stress Factors in the Participating Regions 151
Initial IMPRESS Survey in the Participating Regions 151
IMPRESS Stress Factor Assessment Results Summary 152
3 Pilots in Various Organisations Across Europe 156
Deppisch and Tylla Tax and Accounting Consultants Ltd. (Germany) 157
Introduction 157
Description of the Company 157
Motivation for Participation in the Assessment 158
Requirements for Carrying Out an Assessment 158
Methodological Structure of the Assessment on the Basis of EFQM 158
Results and Their Classification 159
Transparency Through Workshops to Explain and Discuss the Results 160
The Most Important Suggestions for Improvement of the Employees 160
Implementation of Activities 160
The Customer Benefit 160
Increased Requirements Regarding Stress Management as a Result of the Corona Pandemic 161
The Impact of the Pandemic on the Service Provider 161
Phoenix STS Safety Management Systems (Ireland) 161
Introduction 161
Description of the Company 162
Parameters for Carrying Out an Assessment 162
Methodological Structure of the Assessment on the Basis of EFQM 163
Results and Their Classification 163
Transparency Through Workshops to Explain and Discuss the Results 164
The Most Important Suggestions for Improvement of the Employees 164
The Customer Benefit 164
Increased Requirements Regarding Stress Management as a Result of the Corona Pandemic 164
The Impact of the Pandemic on the Service Provider 165
Riga East University Hospital Ltd. (Latvia) 165
Description of the Company 165
Strategic Objectives 165
Motivation to Participate in the Assessment 166
Requirements for Performing the Assessment 166
Methodological Structure of the Assessment Based on EFQM 166
Results and Their Classification 167
Transparency Through Workshops to Explain and Discuss the Results 168
The Most Important Suggestions for Improvement from the Employees 168
Implementation of the Measures 169
The Customer Benefit 169
Increased Stress Management Requirements as a Result of the Corona Pandemic 169
The Impact of the Pandemic Situation on the Organisation 169
PKF Attest (Spain) 169
The Case Company 169
Objectives and Implementation 170
Results 171
Action Plan 172
Benefits 174
House of Culture, Gernika-Lumo (Spain) 175
The Implementation 175
Objectives 176
Results 177
Benefits 178
Harmony Academy (Slovakia) 179
Description of the Company 179
Motivation to Participate in the Assessment 180
Requirements for Performing the Assessment 181
Results and Their Classification 181
The Results 184
The Most Important Suggestions for Improvement from the Employees 184
Implementation of the Measures 185
The Customer Benefit 186
Impact of the COVID-19 Pandemic on the Organisation 186
4 Pilots in Higher Education Institutions (HEI) 186
Ludwig-Maximilians Universität, Munich (Germany) 186
Aims 187
Content of Classes 187
Teaching Research Project (1 and 2)-Work and Organisational Psychology 187
Experiences with IMPRESS Tools in Formal Classes 193
Nuertingen-Geislingen University (HfWU), Faculty of Business and Law (Germany) 193
Introduction 193
Description of the Organisation 194
Motivation for Participation in the Assessment 194
Requirements for Carrying Out an Assessment 194
Methodological Structure of the Corporate Stress Factor Assessment 194
Results and Their Classification 195
Transparency Through Lectures to Explain and Discuss the Results 195
The Impact of the Covid-19 Pandemic 195
Riga Technical University (Latvia) 196
Description of the Company 196
Motivation for Participation in the Assessment 197
Requirements for Carrying Out an Assessment 197
Results and Their Classification 198
The Impact of the Covid-19 Pandemic 198
University of Barcelona (Spain) 200
Aims 200
Bachelor of Psychology Course Organisational Psychology 203
Research Internships 205
Experiences with IMPRESS Tools and Content in Formal Classes 206
Reference 206

2022-01-05