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  • Main Subject - The Cost of Stress in the Workplace

    The impact of stress in the workplace is a staggering $300,000,000! This is roughly $7,500 per employee, spent annually in the U.S. on stress-related compensation claims, reduced productivity, absenteeism, health insurance costs, direct medical expenses and employee turnover. Just reading that statistic can cause you stress!
    According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

    Because it doesn’t show up as a line item number in the budget, companies are not addressing this very expensive issue. Time after time I watch companies concerned about improving the bottom line do exactly the opposite of what they should be doing.

    Someone decides they need to have fewer employees doing more work for the sa
    ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

    Examples of combination products may in
    e pay in order to improve expenses because on paper this looks like a savings, when in fact, that decision is actually increasing expenses! Turnover, production errors, damage to customer relations, and sick leave cost more than what is thought to be saved by these actions.

    Depression is the single most frequent cause of sick
    lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

    leave days and with so many short-staffed situations, the burden on the remaining workers is overwhelming, and they just shut down to about ? of their capability. Today’s new employees are not going to tolerate such managerial actions as their grandparents did.

    The top three causes of stress that management have an opportuni
    here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
    y to correct and reduce the stress in the workforce:

    1. The demands of the job

    This is the greatest factor of stress in both managerial and non-managerial employees. Every organization is following the “more from less” strategy to improving the bottom line. Work loads are ever increasing beyond simply technological improveme
    d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

    Combination pro
    ts. Many of these employment decisions are based on a short-term financial number and jobs are left vacant for extended periods of time to save money, putting the extra workload on those employees that didn’t vacate.

    Before reducing staff or increasing work loads on your employees, take the time to study the job. I don’t mean
    ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
    study it based on calculations or by “this is what we have to have” analysis. Study the job at the employee level. Watch how people work. See with your own eyes where the increased output opportunity lies. It’s easy to sit in the office of the top floor of the building, look at some reports and determine we can do this with f
    easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
    ve less people. People are not machines and from my perspective companies do a better job of caring for machine maintenance than people maintenance.

    2. The control staff have over how they do their work

    Job security has changed in the workplace. When I first entered the workforce, job hopping, being fired or laid-off was a b
    nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
    ack mark on your career. Today it’s difficult to find a person that hasn’t been “down-sized” or took a new job just before being “down-sized.” There is always a curiosity of when not whether the staff reduction will take place. I wonder if your organization has ever had a rumored shutdown or layoff that grabbed the attention o
    and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
    f the workforce. One of my clients even had to call a company-wide meeting to stop the rumors because some of the best workers were leaving for other jobs in a quest for self-preservation. Because the employees were feeling concerned and out of control of their destiny, the bottom line impact for the company was significant. H
    ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
    ve had to face that?

    In the quest to be perfect in the workplace to aspire to a zero-defects goal, we have taken the personalities out of most jobs and dictate every move of our workforce. It doesn’t matter if the employee can get the same results using a different method – it has to be the same as everyone else. Some places
    ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

    Following aspects would a
    ven have protocols of cubical d?cor (as in no family pictures or children’s artwork.) As an executive, imagine if every phone call you had during the work day had the possibility of being recorded and monitored by your boss. How comfortable do you feel? How much in control of your day do you feel or have you been conditioned t
    dd to the challenges in developing combination products:

    Which markets to tap where the combination products can do fairly well?
    Which combination prod
    o wait on the feedback from the eavesdropping? Thousands of workers live with this very reality.

    Look within your company and find the policies and standard procedures that create a lack of control for your employees. I still run into some managers that want a workforce with “strong backs and weak minds” so they will do what
    cts are meaningful and rational?
    Which therapeutic categories to select?
    Which Combinations can address unmet needs of the patients?
    Do combin
    hey are told and not worry about anything else. This is no longer an acceptable approach to management nor will it create the desired success. Employee needs to be able to control their own situations and have the authority and responsibility to go with that control. Better training and more experiences create better decisio
    tions increase the patient compliance?
    What would be the developing cost?
    How to tackle the risks encountered during combination product developmen
    making. Properly train your employees to set them up for success on the job and then let them take control and take the responsibility for delivering that success. You results will be better, your employee growth with be stronger as they grow through mistakes, and their stress levels will reduce thereby giving you a fresher m
    t?

    As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
    ore alert responsible employee.

    3. The support they receive from colleagues and superiors

    A large number of employees coming into our working ranks grew up in a different home environment than most of us who have been in the working world for a couple of decades. Divorce, single-parent or two full-time income parents are the
    ping new procedures for reviewing their safety, efficacy and quality.

    Professional from academic institutions, pharmaceutical industries, health care indust
    norm. Studies are showing there is an increased need by children for individual recognition and support because these home environments tends to be chaotic and filled with activity yet devoid in true support. This is why the Millennial generation (born after 1980) enjoys working closely with their friends; they know they will
    y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
    e supported by their colleagues.

    What is management doing to support employees in your organization? Support isn’t just a recognition program; it’s a daily event. Supporting growth, development detecting bad habits and putting a stop to them and encouraging those habits you want to be repeated – that’s support. If you’ve ever
    .

    As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
    played competitive athletics you recognize this is typical coaching behavior. There is a reason so many successful athletes have a great relationship with their college coaches – it was a time of development and growth and that particular coach was there to make that happen. That is support.

    Look around your workforce. How m
    elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

    Companies that provide selfless information through particip
    ch stress do you see? I have yet to deliver a program on stress where I don’t have a room full of people looking for answers on how to remove stress from their lives. Look for ways to remove unnecessary stress in the workplace. Your employees will thank you and your bottom line will reflect the positive results of your efforts


    tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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