Research Paper on:
The Occupational Stress Connected With Being an Athletic Director

Unformatted Sample Text from the Research Paper:
typically have to address budgeting, hiring, public relations, legislative regulations, licensing, external funding, as well as organizational and administrational duties, there exists a significant amount of pressure associated with the  job. One might readily argue that there is quite a bit more to the position of division one, two and three athletic directors than what meets the eye.  Dugan et al notes that "occupational stress and its causes and effects have been areas of research interest for many years" (Dugan et al, 1996, p. 46).  Inasmuch as division one, two and three athletic directors are often construed as symbols for representing personal causation of social events, it can readily be argued  that the perception of such leadership has shifted significantly from what is used to be, thus also altering the concept of organizational culture. The shape of contemporary leadership within  the divisions have taken on a vastly divergent appeal, in that while there still exists the inherent requirement of maintaining the group and orchestrating a task or activity, the entire  dimension has been modified as a means by which to address the issues of power and responsibility, two primary components of occupational stress.  When division one, two and three athletic directors take on the particularly brutal task of budgeting and external funding, it can appear as though there is never enough financial backing  to bring about necessary changes; however, these two elements play important roles in the business of athletics. It is used not only as a historical picture of a company  but also to plan for the future. By comparing the results of past performance, budgeting can effectively demonstrate the most favorable path to take and eliminate those that historically