Essays on Change and Stress Management Case Study

Download full paperFile format: .doc, available for editing

The paper 'Change and Stress Management' is a great example of a Management Case Study. When an organization reaches a point, change is often effected in order to bring in new strategy so as to counter competition from the rivals. However, sometimes effecting change may not go down well with all the employees because of different expectations. Some employees who wanted to be promoted for personal development could be left out of the new arrangement and this may not reflect well to them. Others who are used to their comfort zone could also see change as a threat to their job security due to their fear of the unknown.

As such most employees tend to be resistant to change of any nature. Organizational conflict is said to be an unavoidable facet of team membership. Contrary views and decisions may from one occasion to another, hence having a positive and reliable method to achieve a compromise ground is crucial for an effective team (Alder & Tjosvold & Law, 2000, p. 631). A team leader has to facilitate organizational conflict resolution whilst giving both sides a chance to air their issues and adopt solutions together.

With that realization, this paper how analyses how employees react to change, ways organizations can manage conflicts and stress among its employees in relation to The Housing industry Association organization. 2.0 What made Deborah react in such a manner towards Melinda According to Dessler (2002) change in an organization is the shifting of the manner in which employees are arranged. However, the process of restructuring the organization may not be as simple as people may think; in particular when it affects employees as the case of HIA Company.

Normally in each organization, people use myriads of means to resist change. Employees frequently demonstrate resistance to restructuring in an extremely rational reaction in relation to their self-interest, fear of failure, fear of the unknown, personal conflicts, assumption cultural value, and politics among others. Thus, it is perceived people have numerous reasons why they resist change, and many concentrates on the idea of reactance; a negative reaction that takes place when people feel their private independence is intimidated. From the HIA organization case study, it can be observed that the company in Brisbane implemented a change in relation to the human resources by promoting Melinda a secretary for 2-years in that company to Executive support manager.

In this same organization, Deborah who has been an office manager at HIA Brisbane for fifteen years was not promoted as she had wanted (Tee, Eugene & Ashkanasy, 2011). In a nutshell, Deborah was discontented that Melinda was promoted to an executive director’ s position. This nevertheless resulted in a lot of negative mind-set in Deborah towards Melinda. Deborah is perceived to have thrown some distasteful remarks concerning Melinda to other employees in the organization by using strong critics language refereeing Melinda as an egotistical slave-driver who has no respect for people she is supervising.

It is believed that she made these remarks because Melinda had become strict making her lack the freedom of doing things in a manner that she used to do. Even though she complains and rebukes Melinda because of the new strict rule, what she enjoys doing at work is unproductive and selfish in nature. She wastes two hours having a break instead of one hour as predetermined by the organization.

Not only does she arrive at to workplace habitually, but also leaves an hour earlier than the set closing time with an excuse that she picking her children early from school. Deborah felt exposed that she could no longer enjoy the freedom she used to and more significantly than the office of Melinda will start supervising her. She does not want to give up her self-centered attitude. The basis of her discontentment of Melinda’ s new position was the truth she had to settle into new stipulations of rules and regulations of the organization.

Deborah also considered that Melinda had no merit for the new position owing to the fact that she had not stayed with compared to her (Tee, Eugene & Ashkanasy, 2011). From the case study, it can be deduced that Deborah was involved in the change resistance situation. Change resistance in the organization threatens power structures with employees resisting and inquiring the process being changed (Proctor & Doukakis, 2003, p. 269)


Alper, S., Tjosvold, D. & Law, K. (2000). “Conflict management, efficacy, and performance in

organizational teams”, Personnel Psychology, 53, 625-642.

Mullins, L. (2010). “Management and Organizational”, 9th Ed. Harlow: Financial Times

Prentice Hall.

Pardo-del-Val, M. and Martinez-Fuentes, C. (2003). “Resistance to change: a literature review

and empirical study”, Management Decision”, 41(2), 148-55.

Proctor, T. and Doukakis, I. (2003). “Change management: the role of internal communication

and employee development”, Corporate Communications: An International Journal, 8(4), 268-77.

Tee, Eugene Y. J. and Ashkanasy, N. (2011). “Integrative case study: Change and stress

management at HIA. In Stephen P. Robbins, T. A. Judge, B. Millett and M. Boyle (Ed.), Organisational behaviour 6th ed. (pp. 531-532)”, French's Forrest, N.S.W., Australia: Pearson Australia.

Download full paperFile format: .doc, available for editing
Contact Us