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Essay on Organizational Change and Stress Management
The gap between designing a new organization on paper and bringing it into reality is the domain of organization change and development. A social organism becomes understandable only after one attempt to change it. It often happens therefore that management's awareness for a new organization design emerges only after the start of an intensive change process. And even if it were possible for an omniscient manager to develop a master blueprint before introducing organization change, it is doubtful that other employees would readily accept the new design or have the required skills for making the design work. For these reasons, managers need to be as skillful at handling the question of how to introduce change as they are in diagnosing what needs to be changed. Underlying these more obvious goals are usually two overarching objectives: (1) changes in an organization's level of adaptation to its environment, and (2) changes in the internal behavioral patterns of employees. Organizations are continually struggling to adapt themselves better to their external environment. Because the management of an organization cannot completely control its environment, they are continually having to introduce internal organizational changes which allow them to cope more effectively with new challenges presented from outside by increased competition, advances in technology, new government legislation, and pressing social demands. Most frequently organizational changes are introduced in "reaction" to these environmental pressures. In some cases, however, changes are made in "anticipation" of future pressures. This latter course, while more difficult to pursue because employees do not recognize its immediate importance, is a standard that can often be applied to organizations that lead rather than follow their industries. Such "proactive" organizations can be said to engage in attempting to change their environments as well as themselves. (Pritchett, Price., 1996, page 7.).................
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