MANAGERS ANGER MANAGEMENT

Managers Anger Management



Managers Anger Management

Introduction

The topic of anger at work has received much attention, mainly because it has important consequences for both managers and organisations. Before proceeding to discuss findings in this area it is important to define anger and relevant concepts. Discussion will focus on what is anger and how it has been conceptualised, costs of anger to managers and organisations, models of anger at work and anger interventions.

Discussion

Early definitions of anger were somewhat vague. Cannon (1935, in Warr, 1996) studied the effects of anger on animals and people and spoke of managers being 'under anger' when they experienced extreme physical conditions (such as heat and cold). However, early definitions did not clearly distinguish between subjective experiences of managers and the environmental conditions producing those experiences. Seyle (1936 in Warr, 1996) defined anger as a non-specific outcome of any demand made upon the organism. He described the response that an organism makes to an environmental demand as the General Adaptation Syndrome. Although this has served as a stimulus for much research, Seyle's stimulus-response conceptualisation does not take into account individual differences. Some people tolerate angerful conditions better that others and are more effective with coping with angerors.

Lazarus's model of cognitive appraisal (in Warr, 1996) is important as it focuses attention on processes of coping with anger. Primary appraisal occurs when the person evaluates the environment in terms of significance for their well-being. This can be evaluated as irrelevant, positive or angerful (either a threat, challenge or causing harm or loss). This is followed by secondary appraisal, during which the person assesses what can be done about the situation to reduce the amount of anger experienced. Reappraisal involves evaluating whether or not one's attempts at coping have been successful.

Cummings and Cooper (1979 in Arnold, 1998) suggest that each factor of a person's emotional and physical state has a 'range of stability', in which the person feels comfortable. When a factor is pushed beyond its range of stability anger occurs within the individual. Each of these approaches have contributed to our understanding of work-related anger, and also stimulated research into its causes and consequences. Anger has been the topic of much research as it not only has important consequences for the individual but also for the organisation.

Anger is a contributory factor to serious ailments that can affect managers such as coronary heart disease, high blood pressure, migraine, rheumatoid arthritis and diabetes. Today in the United Kingdom one person every 3 to 4 minutes die from coronary heart disease. Almost half of all Americans die of cardiovascular disease. Physical effects of anger on an individual include tiredness, lack of appetite, constipation or diarrhoea, insomnia, cramps, nausea and impotency. Behavioural effects include constant irritability with people, lack of interest in life, difficulties in concentrating, alcohol abuse and family breakdown. Psychological consequences of anger include mental illness, anxiety and depression.

It is estimated that more than $700 million is spent by employers to replace the 200 000 men aged 45-65 who ...