organisational stress - Pondicherry University DSpace Portal

Indian scholua (Pestonjee. 1987.;Mathew, 1985), in their.conceptual papern agreed with thin contention. Mathew has goneto the extent of advoating that particulpr types of strenus arecamtul for being creative manager. Homer, no empiricalwork has ken done on thee her. An exception in the studytitled ' ~ i u t i o Behaviour d Issuca for Managem and SystemsMysts' (Pestonjee and Smgh. 1987). While studymg cltrcssesand p b maasfaction in the cue of managem and system analysts,they noted that marqers and system analysts in privateorgonuations scored higher on both stress and satisfaction aacompared to their counterpans in public organizat~ons. Theyexplained thew fmdlnp ln the 11ght of the charactenstlcs of pnvateorganuccrtlons which generate greater stress and, in turn. lead tohigher job sat~sfaction.Methew 119851 in h~s conceptual paper on role stress of acrcatlve manager ra~scd queries pcnaining to the relanonohipbetween creaunty and streaaors. He noted that such queries arcrelevant for two maone: first. creanvity and innovation in-muonsprcfitionera.have become a top priority for organizationalThcrrfbre, a creative muulpr can k ktterequipped to cope with puticulu strewom creativity invohm