The paper 'Change and Stress Management ' is a perfect example of a Management Assignment. Deborah reacted in such a manner towards Melinda because she felt threatened. The threat was that the promotion of Deborah to be the executive support manager would change the way she operated in the workplace. She was used to a two-hour lunch, which extended into the normal working hours and is said to have been arriving late and leaving early from work. This shows that she had low morale in carrying out her normal day-to-day job activities.
She was also accustomed to giving excuses that she wanted to avoid traffic jams and pick up her kid whenever she wanted to leave early from work. Deborah had little ambition in her job. This was aggravated by the fact that she disliked work and avoided any responsibility in the workplace. This made her feel that Melinda was going to coerce her into achieving goals that she was not willing to achieve. Motivation comes out as a key element in helping employees in an organization realize their objectives.
Motivation requires intensity, direction, and persistence. Deborah did not want any change to take place in the organization. She was contented with the way she performed her duties in the organization. A change in the organizational structure was going to affect her. She was used to doing what she wanted for the past 15 years in the organization. This made her believe that she was entitled to flexible working arrangements that suited her interests. Moreover, Deborah was trying to act defensively since she wanted to avoid change, action, and blame from her seniors. She was doing all she could protect herself from any kind of stressful situation that she would be faced with while carrying out her roles at the workplace.
She was consistently displeased with the way her workmates handled jobs in the workplace and was always acting cold towards Melinda. This was further evidenced by the fact that she was reluctant to stay after-hours to finish off some paperwork. Her working relationship with Deborah constantly deteriorated and was at all times negative about the way Melinda carried out her duties. Furthermore, Deborah felt displeased by the fact that she had worked for the organization for a period of fifteen years without any kind of promotion while Melinda who worked for only two years was promoted to head the company.
This made her feel unappreciated and lost self-esteem. She expected to be elevated to a higher position in the company even though she had not made any efforts in ensuring that she performed her best in the workplace. Deborah lost trust with the change in the management structure and felt that the change was meant to suppress her freedom of doing what she was used to doing before the change.
This left her with the opportunity of undermining the role played by Melinda. She was also not accustomed to pressure from the workplace, which at most times extended into late hours. This brings up the issue of reallocation of resources in the organization. The resources that would have been used to increase the salaries of the workers and increase their work morale were used to promote a few individuals within the organization (Nelson, 2008).
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