STRESS MANAGEMENT STYLES DURING THE IMPLEMENTATION OF ORGANIZATIONAL CHANGE PROGRAM: A CASE ANALYSIS

Razali Bin Mat Zin
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Razali Bin Mat Zin: King Fahd University of Petroleum and Minerals, Saudi Arabia

Chapter 32 in Marketing and Management Sciences, 2010, pp 177-180 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThe current study looks at transformational change in a government department. An open-interview methodology was used to explore why change can be stressful and how individuals employ coping responses to deal with it. Five sources of change stress were found: increased workload, uncertainty/ambiguity, interpersonal conflict, perceived unfairness, and perceived loss. Fifteen coping responses accounted for the data. These were categorized into four coping types: task-centered coping, emotion-focused coping, cognitive coping, and social support coping. Four of the five stressors were related to the use of certain coping types.

Keywords: Management, Organizational Behavior, Marketing; Negotiation, Dynamic Models, International Business, Strategic Business, Human Resource, (search for similar items in EconPapers)
JEL-codes: O30 (search for similar items in EconPapers)
Date: 2010
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