Stephen P.Robbins. (2005). Organizational Change and Stress Management,546-580
Robbins begins the chapter with a strong discussion on the needs for the Organisational Change as such nature of workforce, technology, economic shocks, competition, social trends and world politics. With the current world multicultural environment, technical innovation, economic crises, global competitions, structural adjustments as part of social trends and with the unhealthy politics practice and understanding, all requires an organisations to change and develop ultimately. However, the author explains that in order for the Organisational to survive and to achieve the goal the changes, planned change should be structured precisely including the purpose of the change, change agent role identification. These change agent can either the manager, employees, or outside consultant. However, research finding was told that most of the organization has faced a big issue with their staff who are resist to change. Due to this conflict, author discusses on the advantage and disadvantage of hiring the outside consultant and considering local internal employee to conduct the planned change. Resistance to change can be reduced by performing few techniques; via education and communication, participation, facilitation and support, negotiation, manipulation and cooptation and coercion. However, as for the politic change, the author did suggest that the energy for change can be driven by the outside consultant or the new employees.
Robbins outlines two models of change process; Lewin’s classic three step model of change process and Kotter’s eight-step plan, action research, and organizational development. Robbins, referring to Lewin, discusses...
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...tion can be another source of stress for the individual. However, the way each individual response to their stress may be differ from one another.
Robbins finished his chapter by summarizing the need of the organisation change which require a highly demanding organisational development practice valuing the element of attitude, motivation, work teams, communication, leadership, organisational structure, human resource practice and organisational culture. He asserted that managers are the primary change agent in an organisation by the decision they have made and the way they shape their organisation culture. Also, existence of work stress can be either a healthy stress or a negative depending on how individuals in the organisation deal with it. Finally, he concede that the impact of stress on satisfaction is far more straightforward compared to job related stress.
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- Academic Paper Review Stephen P. Robbins. (2005). Organizational Change and Stress Management, 546-580 Robbins begins the chapter with a strong discussion on the needs for the Organisational Change as such nature of workforce, technology, economic shocks, competition, social trends and world politics. With the current world multicultural environment, technical innovation, economic crises, global competitions, structural adjustments as part of social trends and with the unhealthy politics practice and understanding, all requires an organisation to change and develop ultimately.... [tags: Management, Change management]
1151 words (3.3 pages)
- Academic Paper Review Stephen P.Robbins. (2005). Organizational Change and Stress Management,546-580 Robbins begins the chapter with a strong discussion on the needs for the Organisational Change as such nature of workforce, technology, economic shocks, competition, social trends and world politics. With the current world multicultural environment, technical innovation, economic crises, global competitions, structural adjustments as part of social trends and with the unhealthy politics practice and understanding, all requires an organisations to change and develop ultimately.... [tags: Management, Change management]
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