ABSTRACT
This chapter explores the manager's perceptions of stress and their role in its management. Researchers have over the years attempted to classify different types of stress management interventions (SMI), which is useful in helping to understand the broad context of stress management and what the organisation is aiming to achieve by implementing SMIs. Recently evaluations of the effectiveness of such interventions have been more critical than and not as clear-cut as the stress management business would like us to believe. The importance of other key stakeholders is currently recognised in the literature on stress management to the extent that it is acknowledged that organisational context can have an impact on the effectiveness of SMIs, particularly organisational interventions. In accepting that individuals have a responsibility for stress management by reporting when they are experiencing it, managers take on a specific responsibility for ensuring a relationship with their employees that engenders a 'no blame' culture.
