WHILE BOTH THE QUANTITIES AND DEGREES OF STRESS THAT AFFECT EACH PERSON VARY, STRESS LEVELS CORRELATE IN MOST CASES TO THE SIZE OF THE EMPLOYING AGENCY. STRESS LEVELS INCREASE FROM THE SMALLEST ORGANIZATIONS UNTIL THEY EVEN OFF IN OPERATIONS HAVING OVER 5,000 EMPLOYEES. MANAGERS CREATE STRESS FOR THEMSELVES WHEN THEY ALLOW THE DESIRE TO ACHIEVE OR TO MAINTAIN AUTONOMY OVERCOME THEM; WHEN THEY ARE GUILTY OF AN EXCESSIVE CONSUMPTION OF THEIR PHYSICAL, PSYCHOLOGICAL, AND EMOTIONAL RESOURCES; AND WHEN THEY INDULGE IN FEAR AND SELF-DOUBT. FURTHERMORE, MANAGERS CAN DIRECTLY CREATE OR PERPETUATE STRESS AMONG SUBORDINATES IN A NUMBER OF WAYS, INCLUDING FAILING TO RENDER SUPPORT, EXCLUDING SUBORDINATES FROM APPROPRIATE LEVELS OF THE DECISIONMAKING PROCESS, NOT ALLOWING EMPLOYEES ENOUGH LATITUDE IN THEIR OWN JUDGMENT, AND LEAVING THEM UNCLEAR AS TO HOW THEIR WORK WILL BE EVALUATED. SUCH ACTIONS CAN ALSO BOOMERANG AND CREATE ANXIETY FOR MANAGERS, AS WHEN GRIEVANCES AND CRITICISMS INCREASE. FOR THE EMPLOYEES, JOB-RELATED STRESS CAN INTENSIFY WHEN THEY BECOME DISENCHANTED WITH MANAGEMENT OR BEGIN TO DOUBT THEIR OWN JUDGMENT OR ABILITIES. STRESS CAN CAUSE PHYSICAL PROBLEMS, SUCH AS ULCERS OR HIGH BLOOD PRESSURE, OR PSYCHOLOGICAL PROBLEMS, SUCH AS THOSE RELATED TO OVEREATING OR ALCOHOLISM. IN ADDITION, EMPLOYEE MORALE, LOYALTY, AND PRODUCTIVITY MAY SUFFER. TO COMBAT STRESS, EMPLOYEES SHOULD NOT OVEREXTEND THEIR ENERGIES IN AREAS WHERE THEY LACK COMPETENCE OR WHERE THEIR EFFORTS WILL NOT BE APPRECIATED; A PERIODIC SELF-EVALUATION OF THE EMPLOYEES' VALUES AND PRIORITIES IN LIFE CAN BE USEFUL. ORGANIZATIONS CAN FACILITATE REDUCTIONS IN STRESS BY OFFERING ADDITIONAL OUTLETS OF RELIEF. TWO REFERENCES ARE NOTED.