What are some of the effects of stress for both the individual concerned and for organisations that the individual is part of? To what extent should a manager feel responsible for trying to help reduce this stress?

Over the years stress has been defined in many different ways. . Originally it was perceived as pressure from the environment

it was conceived of as pressure from the environment, then as strain within the person. The generally accepted definition today is one of interaction between the situation and the individual. It is the psychological and physical state that results when the resources of the individual are not sufficient to cope with the demands and pressures of the situation. Thus, stress is more likely in some situations than others and in some individuals than others. Stress can undermine the achievement of goals, both for individuals and for organisations (box 1).

Organizational stress can have a profound effect on production and motivation in the workplace. Worries about job security or the demands of a heavy workload increase stress levels and cause a variety of emotional and physical ailments. When stress factors, or stressors, are coupled with ineffective or uncaring management, stress can become a problem that extends to the entire department or company. Identifying signs of organizational stress is the first step in designing a strategy to address problems(small business)
The consequences and symptoms of stress first become visible at the individual level. However, it is not only the individual who suffers the consequences of stress. Where the stress is not identified and dealt with promptly, it soon impacts on the organisation and society. The organisational consequences of stress can have a massive negative impact on the organisation, in a wide variety of areas. This post covers some of the more common organisational consequences of stress. (coaching)
The direct and indirect costs of occupational stress can be measured in both humanistic and financial terms. Therefore, financially healthy organizations are likely to be those which are successful in maintaining and retaining a workforce characterized by good physical, psychological, and mental health.(hum)
S tress has been defined in different ways over the years. Originally, it was conceived of as pressure from the environment, then as strain within the person. The generally accepted definition today is one of interaction between the situation and the individual. It is the psychological and physical state that results when the resources of the individual are not sufficient to cope with the demands and pressures of the situation. Thus, stress is more likely in some situations than others and in some individuals than others. Stress can undermine the achievement of goals, both for individuals and for organisations (box 1). ( ref)
All jobs are potentially stressful, although the stresses vary widely. Some jobs are incredibly boring, involving machine monitoring or property guarding and others are over stimulating and psysically demanding, leading to exhaustion, ( Adrian furnhaam)
Stress in organizations is an extremely important phenomenon. It is generally associated with several vital individual physiological, psychological, and behavioral symptoms. Yet not a great deal is known about stress, either academically or organizationally. There exists no common definition or conceptualization of stress; therefore, an integrative research effort and a cumulative body of stress knowledge do not exist. (SD)
Workplace stress is a significant problem for organisations. Recent estimates suggest that over half a million people are affected by work­related stress, costing UK industry an estimated £9.6bn per year (HSE, 2005). In 2004/2005, a total of 12.8 million working days were lost to stress, depression, and anxiety (HSE, 2006). In a recent CIPD survey (CIPD, 2005), 40% of responding organisations reported an increase in stress­related absence. In response to this escalating problem, the UK Health and Safety Executive (HSE) has developed national Management Standards for work­related stress, which it published in November 2004. These standards provide guidance on best practice for employers, with the aim of improving stress management throughout UK workplaces. The aim is that implementation of the standards, by reducing work­related stress, will contribute to the HSE achieving its targets for reducing prevalence and incidence of work­related illness (and absence). The Management Standards initiative is driven from Health and Safety; however, much of the responsibility for its implementation will fall on human resources (HR) professionals and line managers. This necessitates not only that HR professionals and managers have an informed understanding of what stress is, but also that they understand the skills, abilities and behaviours needed to implement the Management Standards and manage their staff in a way that minimises work­related stress. While the interventions proposed by the guidance accompanying the HSE Management Standards are important, this report aims to supplement them with what the authors see as a missing part of the stress management jigsaw: an understanding of the role of the manager in effective workplace stress management. (hse)
Work-related stress, depression or anxiety is defined as a harmful reaction people have to undue pressures and demands placed on them at work. The latest estimates from the Labour Force Survey show:  The total number of cases of work related stress, depression or anxiety in 2014/15 was 440,000 cases, a prevalence rate of 1380 per 100,000 workers.  The number of new cases was 234,000, an incidence rate of 740 per 100,000 workers. The estimated number and rate have remained broadly flat for more than a decade.  The total number of working days lost due to this condition in 2014/15 was 9.9 million days. This equated to an average of 23 days lost per case.  In 2014/15 stress accounted for 35% of all work related ill health cases and 43% of all working days lost due to ill health.  Stress is more prevalent in public service industries, such as education; health and social care; and public administration and defence.  By occupation, jobs that are common across public service industries (such as health; teaching; business, media and public service professionals) show higher levels of stress as compared to all jobs.  The main work factors cited by respondents as causing work related stress, depression or anxiety (LFS, 2009/10-2011/12) were workload pressures, including tight deadlines and too much responsibility and a lack of managerial support.(hse 2015)