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TABLE OF CONTENTS Chapter 1 How Serious Is The Work Overload Issue? Story Who Suffers From Work Overload? The Warning Signs of Work Overload To What Extent Is Work Overload Common? What Are the Reasons for Work Overload? How Do We React to Work Overload? Work Overload / Self-Assessment Viewpoints of this book Summary / Three Key Points Chapter 2 What are the Causes of work Overload? Story The Ten Contributing Causes Insufficient Resources Firefighting Lack of Control Work Process Not Capable Unclear goals and Responsibilities Inputs From Suppliers Inadequate Selection and Training Information Overload Computer Hardware or Software Problems Other Is Work Overload A Heavy Hitter to Job Satisfaction? Summary / Three Key Points Chapter 3 Why Study Waste In a Process? Story Do We Change the Work or Change the Person? All Work Is Done in a Process What Are the Forms of Waste in a Process? Who Will Do the Analyses to Eliminate Process Waste? How Can We Be Sure That Savings in Process Waste Will Help to Reduce Work Overload Rather Than Reduce Costs? Analyzing for Waste in a Process Define the Boundaries of the Process Identify the Customers of the Process Discover Customer Needs Prepare a Flowchart of the Process Establish Process Measurements Analyze Process Measurements Reality / Staff Low, Add People, But Never Enough Summary / Three Key Points Chapter 4 How Can We Redesign Work at the Process Level to Eliminate Work Overload? Story Process Waste and Work Overload Redesign at the Process Level / Radical and Incremental Change Guidelines for Redesign of Processes Work content ` Process Planning Process Inefficiencies Time and Resources Outside Actions Summary / Three Key Points Chapter 5 How Do the Mental Demands of Work Contribute to Work Overload? Story Long hours + Excessive Mental Demands = Work Overload Mental Demands and Job content Mental Intensity of Job Time Spent on Job Job Content Control in Doing the Job Social Interaction on the Job Mental Demands and Poor Management Practices Management support Career Planning Family Friendly Practices Summary / Three Key Points Chapter 6 How Can We Redesign Work at the Job Level? Story Analysis of Job Characteristics Skill Identity Task Identity Task Significance Autonomy Feedback Analysis for Mental Demands Mental Intensity of Job Time Spent on Job Job Content Control in Doing the Job Social Interaction on the Job Management support Career Planning Family Friendly Practices Analysis for Self-Control Checklist for Manufacturing Sector Checklist for Service Sector Redesign for Work and Family Life / Case Examples Summary / Three Key Points Chapter 7 How Do We Match Work To People? Story Why Middle Managers Spend Most of Their Day on "People Problems" Work Overload and Selection of Personnel What to Do when Personnel Requisitions Cannot be Filled Work Overload and Training of employees Work Overload and Retention of Key employees Measures of Retention Summary / Three Key Points Chapter 8 How Do We Achieve Participation and Empowerment of Employees to Reduce Work Overload? Story Exciting Ideas for Organizing Work One More Time / Participation and Empowerment Empowerment Realities of Empowerment Guidelines The changing roles Teams, Teams, Teams Project Teams Workforce Teams Self-Managing teams / Revolution in the Workplace Yes, We Can Make Teams More Effective Summary / Three Key Points Chapter 9 How Can Middle Managers Handle Work Overload in Daily Operations? Story Who Are Middle Managers? Review of Causes of work Overload How Middle Managers Can Use Teams to Reduce Work Overload Where Do Middle Managers Spend Their Time? Departmental Planning and Administration Setting Priorities on Major Projects Delegate Add Fun to the Job A Plan of Palliative Actions to Relieve the Overload Firefighting Personnel Issues Meetings Managing Information Business Travel Who Are Individual Professional Contributors? Overload in the Personal Life of Middle Managers and Professional Contributors Actions to Minimize Overload Care and Well-Being of Middle Managers / Lessons from Athletes Physical Capacity Emotional Capacity Mental Capacity Spiritual Capacity Rituals and Rejuvenation How Long does It Take Stress Management to Work? Can't We Act on Work Overload Tomorrow? Summary / Three Key Points Chapter 10 What Is the Role of Upper Management in Work Overload? Story My Perceptions About upper Management How to Convince Upper Management that Work Overload Is a Serious Problem Find Out the Extent of work Overload Analysis of the Overload Data Convincing Upper Management to Act on Work Overload Focus on Upper Management Priorities Quantify the Seriousness of the Work Overload Problem Gain the Support of Others Create a Proposal Issues for Upper Management to consider on Work Overload Developing A Strategy on Work Overload Operational Actions That Upper Management Must Take Summary / Three Key Point Chapter 11 What Are Work and Family Issues in Work Overload? Work and Family Life / Times Have changed The Pace of Family Life What Organizations Are Doing to Help / 10 Activities Elimination of Mandatory Overtime The Top Companies on Work Family Programs Benefits of Work Family Programs How To Institute Work Family Programs The Middle Manager and Work Family Programs Work Family Programs at the Marriott Corporation Sources of Information on Work Family Programs Summary / Three Key Points Chapter 12 What Do We Do Next? A Recap Swing Into Action What Should Upper Management Do Next? What Should Middle Management Do Next? A Closing Note Appendices Appendix A Can't We Act Tomorrow on Work Overload Appendix B List of Actions by Middle Management Appendix C List of Actions by Upper Management Appendix D Actions to Minimize Work Overload Appendix E List of Stress Reducing Techniques About the Author References
Library of Congress Subject Headings for this publication: Job stress, Work and family, Work Psychological aspects, Work Physiological aspects