When Executives Burn Out (HBR Classic)  

Oleh:

Levinson, Harry

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 74 no. 4 (1996), page 152.
Topik: EXECUTIVE; business & society; careers & career planning; corporate culture; executives; HBR classics; working conditions

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.11 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

"In my role, I'm the guy who catches it all. I can't seem to get people to stand still and listen, and I can't continue to take all the hostility. I don't know how much longer I can last in this job." The executive who speaks these words is one of several who describe their feelings of burnout in this article, first published in May / June 1981. Anyone can feel overwhelmed by the challenges posed by complex organizations and the need to deal with conflicting personalities, says psychologist Harry Levinson. In this article, he suggests ways in which top management can help prevent burnout. In his retrospective commentary, Levinson notes that although burnout is as prevalent today as it was 15 years ago, the assumption underlying his article - that top management can play a role in preventing burnout - now feels outdated. Why ? Because we are living in an age of self - reliance.

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