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Bob Lyons

In: Business and Management

Submitted By mehditou18
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Cas « Bob Lyons »

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1. Définissez la problématique de ce cas. Bob Lyons, un employé plein d’ambition et compétent est toujours le premier en file pour relever des défis de taille au travail. Mis à part, son dévouement au bureau, il est également fort impliqué dans plusieurs comités, prend le temps de pratiquer ces sports qui le pasionnent sans oublier qu’il a une famille, une femme et trois enfants, dont il prend soin. Il s’agit d’un emploi de temps bien chargé, mais qui lui convient parfaitement. Par contre, lorsqu’il a reçu des responsabilités supplémentaires et ce, après l’avoir demandé auprès de son directeur, ce fut la goutte qui a fait débordé le vase. Bob Lyons s’est retrouvé dans une période sombre où le stress était à son comble, causant une détresse psychologique (épuisement professionnel) qui l’a mené à commetre le suicide. On assiste également au désemparement de la compagnie qui n’arrive tout simplement pas à aider son employé hors-pair à sortir de cette phase creuse pour que tout redevienne comme avant. 2. Déterminez les principaux facteurs de stress auxquels dut faire face Bob Lyons. Facteurs professionnels : - Bob Lyons est une personne qui n’a pas peur des responsabilités, au contraire il en redemande, et celles-ci lui sont accordées, ce qui fait qu’il a une charge de travail très élevée (surcharge quantitative). - Le rythme de sa progression professionnelle est accélérée. Il se voit confier de plus en plus de responsabilités, car il est prêt à les accepter. Il a d’ailleurs, en moins de dix ans, occupé, tour à tour, plusieurs postes de direction. - Étant donné la quantité de travail qui lui a été donné, la conciliation travail-vie personnelle devient plus difficile à gérer surtout avec la personnalité de Bob qui se donne à 100% dans ses projets (personnalité de type A). - Bob n’a pas de latitude pour planifier et organiser son travail : pas de pouvoir décisionnel. Les projets lui sont accordés, sans qu’il ne choisise lui-même les projets sur lesquels ils travaillent. Facteurs individuels : - Il a des besoins forts d’accomplissement et de réalisation de soi ; il ne veut pas arrêter et veut toujours relever de nouveaux défis ce qui l’a poussé à demander plus de responsabilités. - Ses aptitudes et ses compétences remarquables font de lui quelqu'un à qui donner des tâches difficiles ne constitue pas un problème, car il saura capable de les accomplir avec brio. Donc, tous ces facteurs ont mené à un mauvais stress !!! 3. Déterminez les principales caractéristiques de Bob Lyons influant sur le niveau de stress vécu. Bob a une personnalité de type A ; - il s’agit d’un employé qui veut des résultats et n’arrêtera pas de travailler tant qu’il ne les as pas atteint et ce, sans prendre de pause - individualisme - sa personnalité fait qu’il ne se confie pas, il garde tout en dedans de lui - il a un grand désir de réussir, d’accomplissement et une soif d’ambition - il aime lorsque les choses bougent et a un fort besoin d’agir, faisant de lui une personne impatiente qui veut de plus en plus de responsabilités et qui s’en met beaucoup trop sur les épaules. - il est une personne qui veut participer, s’impliquer dans de projets possibles : travail, sport, activités hors du bureau et avec sa famille Toutes ces caractéristiques font de Bob un excellent employé, mais c’est cette volonté exagérée de trop vouloir en faire qui a mené à sa perte. À trop tirer sur la corde, elle se brise.

4. Quelles furent les principales conséquences du stress vécu par Bob Lyons (pour lui et pour l’organisation)? Cette obssession de toujours vouloir et être capable d’en faire plus (idéalisme) a fait que Bob s’est retrouvé en surcharge de travail, ce qui n’a qu’engendré un mauvais stress chez lui. Normalement, avec son rythme effrené, il réussit à bien mener à terme ses projets, mais tout le monde a une limite et Bob a franchi la sienne. Cette augmentaiton de responsabiliés a entraîné une insatisfaction chez Bob qui dit d’ailleurs traverser une période creuse (stagnation). De plus, une baisse de motivation et de rendement sont également observables par sa latence à répondre aux notes et aux questions qu’il lui était adressé, sa tendance à procrastiner (désillusion). Son stress a tellement pris le dessus qu’il l’a refoulé sur ses collègues de travail en rentrant en conflit avec eux. De plus, il ne semble même plus se soucier de ce qu’il fait au travail. Son énergie explosive a été remplacé par l’ angoisse de ne plus être digne de confiance (apathie). Ce stress a d’ailleurs eu d’autres impacts physiques et psychologiques tels que la diarrhée et des crises d’insomnies. Bref, tout ceci l’a mené à un épuisement professionnel qui, en fait, n’est qu’un syndrome de détresse psychologique. Les conséquences pour Bob sont essentiellement les mêmes pour l’organisation : baisse de motivation, baisse de rendement, désintérêt, conflits interpersonnels au bureau. La principale conséquence pour l’entreprise a été qu’elle a vu s’éteindre, petit à petit, un employé exceptionnel qu’elle a finalement perdu pour toujours. Il s’agit d’un événement traumatisant pour l’entreprise qui devra engager un nouvel employé tout aussi performant pour le remplacer = demande des coûts et du temps.

5. Quelles sont les principales stratégies individuelles de gestion du stress que Bob Lyons aurait pu adopter? - Se remettre en question quant à sa situation, son stress : est-ce que son emploi est trop exigeant ? Le reconnaître est la première étape. - Parler à quelqu'un, sa femme ou encore ses amis, de sa situation au travail pour libérer son stress. - Faire de l’exercice ou de la méditation pour se sentir bien physiquement, mais également psychologiquement. - Accepter qu’il a, lui aussi, une limite et alléger son horaire de travail en demandant moins de tâches. Sinon, il peut demander de l’aide pour réussir à mener à terme tout ce qui est demandé de lui. - Fixer des objectifs réalistes - Trouver un meilleur équilibre entre sa vie professionnelle et personnelle - Si ce travail est beaucoup trop de stress, il peut changer de poste ou d’emploi. 6. Proposez des stratégies organisationnelles de gestion du stress. - Tenir des réunions régulièrement avec les employés pour leur demander leur feedback par rapport à l’avancement de leur projet et leur porter conseil tout au long du processus s’ils en ont de besoin. L’organisation devrait donc un meilleur soutien : aller vers les employés plutôt que d’attendre que ce soit eux qui viennent voir les hauts dirigeants parce qu’ils n’en peuvent plus. - Donner des signes de reconnaissance plus régulièrement à ces employés lorsqu’ils font du bon travail pour les encourager. - En faisant un suivi avec leurs employés, l’organisation peut voir si la charge de travail est appropriée et si ce n’est pas le cas, elle peut redistribuer les tâches selon la capacité des employés, mais également selon leurs champs d’intérêt. - Offrir des programmes de soutien psychologique à leurs employés pour qu’ils puissent discuter de leurs problèmes avec quelqu'un qui saura les aider. - Mettre en place un programme de bien-être personnel pour que les employés soient en mesure de résister au stress : cours de méditation, de yoga payés (norme BNQ). Pour Bob qui est un amateur de sport, des séances de conditionnement physique lui auraient fait le plus grand bien. - Mettre en place des horaires de travail plus flexibles - Pour ceux qui souffrent d’un problème de santé psychologique, proposer ou organiser une rencontre avec un psychologue.

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