Classification Of Psychological Wellness

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BEGES0A | Assignment 01 | Classification of Adjustment and Maladjustment | | Reinardt kühn | 5/20/2013 | Self-Assessed Mark: 75% Table of contents 1. Introduction………………………………………………………………………………………………………………………………………………….2 2. The promotion of wellness in organisations…………………………………………………………………………………………….2 2.1 Defining psychological wellness………………………………………………………………………………………………2 2.2 Classification of psychological wellbeing………………………………………………………………………………..2 2.2.1 Constructs that enhance psychological wellbeing…………………………………………………2 2.2.2 VIA Classification System (CSV)……………………………………………………………………………..4 2.2.3 Mental health diagnosed positively ………………………………………………………………………4 2.3 Analysis of the work of Lowman and…show more content…
Introduction: The purpose of this assignment is to reflect on the classification of adjustment and maladjustment in order to develop an overview of the different classification systems that can be used in employee and organisational wellness. After numerous late nights of research and reading various recommended and not so recommended articles “the Author” was able to develop an overview of the different classification systems which can be used in employee and organisational wellness. Firstly it is necessary to establish whether the benefits of promoting wellness have become more and more evident in organisations today by defining psychological wellness, describing the classification of psychological wellbeing through different wellness constructs and classification systems such as Seligman’s idea on positive psychology, Peterson and Seligman’s (2003) Values in Action Classification System and Keyes’s (2005) complete state model. The work of Lowman (1996) and Campbell and Cellini (1981) are then discussed by explaining the value of these taxonomies for the use in the management and promotion of wellness in…show more content…
On the one hand, managers, as a result of their many roles, responsibilities and stressful positions, may experience more stress and other mental health problems than many other employees. This may be exacerbated by the fact that managers are expected to be achievers and not to “complain” and, in the process, may often experience burnout, and not realise it, until it is too late! They spend a great deal of their time realising the goals of the organisation and may have little energy left to take control of their own internal needs. On the other hand managers can be viewed as a select group who should have more resiliency or health protection behaviours and

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