Executive summary執(zhí)行摘要

在閱讀案例：破產(chǎn)，包括報(bào)告的介紹，溫迪的未來行動(dòng)，譚雅戰(zhàn)略，Tanya的應(yīng)力引起，譚雅的壓力管理方案，用四驅(qū)動(dòng)理論和公平理論和結(jié)論顯示。
在介紹方面，它是一個(gè)概述的情況下，溫迪為什么突然為什么Tanya有壓力。
溫迪爆發(fā)了，因?yàn)樗X得她應(yīng)該是護(hù)士經(jīng)理根據(jù)她對(duì)組織（帕特森，勞拉，2008）。當(dāng)一個(gè)人對(duì)獲得的動(dòng)力感到滿意時(shí)，他會(huì)跳到其他需要的（庫爾茲，，戴夫。2010）。對(duì)于溫迪，她強(qiáng)調(diào)，因?yàn)樗龅墓ぷ�，同時(shí)，為護(hù)理管理者，處理溫迪的問題是她的責(zé)任，她也應(yīng)該將重點(diǎn)放在如何保持員工的積極性（雕刻、CS 2002）。對(duì)于Tanya，她首先應(yīng)該擺脫她的壓力，然后她就致力于解決這些問題（格雷羅，安徒生，和阿菲菲，2007）。一些策略和計(jì)劃如何釋放壓力提出了壓力源應(yīng)控制的應(yīng)激反應(yīng)，包括應(yīng)激反應(yīng)、體育鍛煉、放松訓(xùn)練、有均衡的飲食，注意休息和發(fā)泄的方法（雕刻、CS 2002）。
After reading the case: bust up, a report consisting of introduction, Wendy’s future action, the strategy for Tanya, Cause of Tanya’s stress, Stress management plan for Tanya, Usefulness of the four-drive theory and equity theory and conclusion is shown.  
In the aspect of introduction, it is an overview of the case that why Wendy burst out and why Tanya had stress. 
Wendy burst out, because she felt that she should be the nurse manger according to what she did to the organization （Patterson, Laura，2008). When one is satisfied with the drive to acquire, he would jump to have other need（Kurtz, Dave. 2010). For Wendy, she was stressed, because she had her work to do, at the same time, as the nurse manager, it’s her responsibility to deal with the problem of Wendy, but also she should focus on how to keep employees motivated (Carver, C.S. 2002）. As for Tanya, she should first get rid of her stress, and then she could devote herself to solve such problems (Guerrero, Andersen, and Afifi, 2007). Some strategies and plans of how to release stress are put forward that the pressure source should be controlled, the stress response contain the stress response, physical exercise, relaxation training, having a balanced diet, paying attention to rest and Abreact method(Carver, C.S. 2002）. 
Moreover, the methods to solve the problems are also put forward that the four drive theory will help Tanya to deal with Wendy and other employees（Patterson, Laura，2008). Because everyone has the drive to Acquire & Achieve, to Bond & Belong, to be Challenged & Comprehend and to Define & Defend (Steel, Piers; C. König, 2006). When one is met with the initial drive, he will move on to the second. Meanwhile, everyone desire equity(Guerrero, Andersen, and Afifi, 2007). 
In the end, the conclusion will be drawn that anyone will face stress; finding out the ways to release stress is a must（Patterson, Laura，2008). The four drive theory and equity are useful to solve the problems described in the case.

Table of contents目錄

Executive summary 1
Table of contents 3
Introduction 4
Wendy’s future action 5
The strategy for Tanya 8
Cause of Tanya’s stress 10
Stress management strategy for Tanya 11
Usefulness of the four-drive theory and equity theory 12
Conclusion 15
Reference 16

Conclusion總結(jié)

The case discussed that Wendy and Tanya were colleagues, who were both working hard. When the organization wanted to promote some mangers to deal with issues, both of them took part in it. Wendy thought that she would be promoted because she worked so hard and she had sacrificed so much to the organization and more importantly (Weightman, J, 2008), she thought she was completely qualified with the position. However, the result was that Tanya was promoted to be the nurse manager, which made Wendy very disappointed. She was not the one who let bygones be bygones, three months later, she cannot stand it any longer, and she stood in the doorway of Tanya and burst out, which brought about bad influence in the organization, word was spreading in the organization.
If the four drive theory and equity theory are used, the situation will change（Kurtz, Dave. 2010). Because the drive to Acquire & Achieve, to Bond & Belong, to be Challenged & Comprehend and to Define & Defend are the four drives that drive people to move forward(Guerrero, Andersen, and Afifi, 2007). Each one of these drives is important if we want to understand the motivation of employees（Patterson, Laura，2008). This new theory provides a model for employers to see when they are trying to find ways to increase employees’ participation and motivation.
What’s more, the enthusiasm of the employees depends on his feelings in the distribution of degree of justice (Murphy, Jim, 2009) (i.e., fairness), and workers' justice depends on a kind of social comparison or historical comparison (Spector, P.E, 2008). The social comparison means that whether ratio of his work input and his reward matches the others. Only when it is really fair can employees work hard (Guerrero, Andersen, and Afifi, 2007). 

Reference文獻(xiàn)

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