Change and Stress Management in Organizations

One of the inevitable aspects, which have pronounced effects on modern organizations, is change. Several contemporary organizations are grappling with the ever-changing and trendy consumers. The change advanced by consumers compels the majority of the organizations to adopt changes regularly. While these changes are critical for the organizations, adopting and implementing them may be challenging to the human resources.

Technological, economical, political, and social changes are among the changes that challenge human resources as they attempt to adopt and implement. It is fundamental to explain that while some changes are intentional, others are completely outside the will of the organization and the employees. According to Amagoh (2008), intentional change occasions when organizations decide to adopt and implement some modifications geared towards improving the quality of service. Conversely, some changes like the ones advanced by modern consumers may be unintentional. Imperatively, in as much as the changes may be unintentional and against the will of employees, they are important because if an organization fails to adopt them, it may lose its market share and revenue.

Change management involves intensive planning, monitoring, and evaluation of the processes initiated in an organization. Boohene and Williams (2012) state that change in organizations implies the introduction of new procedures that can advance the quality of products delivered. The change incorporates all aspects of an organization. Aspects like technology, the social structure of the organization, and the working environment are among those affected by the changes.

Irrespective of the intentionality of the changes, employees need to be ready to adapt and apply them in the production, supply, and delivery of products. It is fundamental to explain that modern consumers drive the nature of products that organizations deliver (Barnard & Stoll 2010). Therefore, companies should always manufacture products that match client expectations. When an organization introduces some changes, the managers need to ensure that all the departments adhere to the changes and make timely progress (Chew, Cheng & Petrovic-Lazarevic 2006). Close evaluation and monitoring help managers ensure that the changes are effective.

Also, managers need to watch out for new market dynamics and instill a culture of innovation in the minds of employees. The culture is paramount in the development of new products that match the market changes. During workshops and seminars, managers can take employees through a series of training and activities that minimize fear, anxiety, and low self-esteem. Instead, the managers and leaders need to inculcate a culture of self-confidence and creativity in the minds of human resources, a factor that is critical in improving the nature of products delivered and consumer satisfaction.

Devi (2011) explains that managers can inculcate a culture of togetherness among staff and management so that when the changes transpire in the market employees and management develop new ways of handling them. The culture is very important as it enables companies to deliver the best to their clients and enjoy a larger market share, unlike their competitors.

On the other hand, stress management is very crucial and managers need to utilize it. Stressed employees may not deliver the best and can lead to reduced revenues in a company. Reduced revenues emanate from the poor development of products and resistance to change. According to Jahanian, Tabatabaei, and Behdad (2012), stress can be a result of new changes that the organization initiates without providing a comprehensive explanation to the concerned staff. When staff working in an organization realizes that there are changes, which the company has initiated without their knowledge, they feel that they are less important.

The feelings demoralize the employees and result in stress. Some of the ways that managers and leaders of organizations can undertake to minimize stress among employees include fieldwork, teambuilding, and through engaging workshops (Plante, Coscarelli, & Ford 2001). By undertaking these activities, managers can minimize stress and improve confidence and unity among management and employees.

Reference List

Amagoh, F 2008, ‘Perspectives on Organizational Change: Systems and Complexity Theories’, The Innovation Journal: The Public Sector Innovation Journal, vol.13, no.3, pp. 1-14. Web.

Barnard, M & Stoll, N 2010, ‘Centre for Understanding Behaviour Change’, Organizational Change Management, vol. 10, no. 1, pp. 1-11. Web.

Boohene, R & Williams, A 2012,’Resistance to Organisational Change: A Case Study of Oti Yeboah Complex Limited’, International Business and Management, vol. 4, no. 1, pp. 135-145. Web.

Chew, M, Cheng, J & Petrovic-Lazarevic, S 2006, ‘Managers’ role in implementing organizational change’, journal of Global Business and Technology, vol. 2, no. 1, pp. 58-67. Web.

Devi, U 2011, ‘A Study on Stress Management and Coping Strategies With Reference to IT Companies’, Journal of Information Technology and Economic Development, vol.2, no.2 , pp. 30-48. Web.

Jahanian, R, Tabatabaei, S, Behdad, B 2012, ‘ Stress Management in the Workplace’, International Journal of Academic Research in Economics and Management Sciences, vol. 1, no. 6 , pp. 1-9. Web.

Plante, T, Coscarelli, L & Ford, M 2001, ‘Does Exercising with Another Enhance the Stress-Reducing Benefits of Exercise?’, International Journal of Stress Management, vol. 8, no. 3 , pp. 201-213. Web.

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