Change and Stress Management - Case Study Example

Case Study Analysis: Change and Stress Management at HIA Name Course Tutor Date Table of Contents Table of Contents 2 Case Study Analysis: Change and Stress Management at HIA 3 Executive Summary 3 1.0 Introduction 5 2.0 Answering Case study questions: 6 2.1 What caused Deborah to react in such a manner towards Melinda? 6 2.2 Whether these reactions were justified 7 2.3 What Melinda could have done to better resolve their differences with Deborah 8 2.4 Why organizational change is more stressful for team members or team leaders 10 2.3 Possible stressors for organizational members in the workplace as portrayed in the case study 11 2.5 How situation influence organizational or national-level culture 11 2.6 Proposed Solutions to issues identified with an action plan 13 3.0 Conclusion 13 14 4.0 References 15 Case Study Analysis: Change and Stress Management at HIA Executive Summary HIA, a residential building company felt it was the right time to implement leadership changes. So on one of the meetings, with staff executive director, David Gunsberg effected the change by informing the employees that Melinda who has worked with the company for two years has been promoted from secretary to the executive director to being the executive support manager (Tee & Ashkanasy, 2011). The decision did not bode well with Deborah, who has worked for HIA for 15 years. To make it worse, Deborah was to be answerable to Melinda according to new rules and regulations. Other changes were also communicated through the email. David failed to understand that conflict arises in organizations due to the position, organization change, lack of rewards and recognition, and stress and lack of freedom. This paper analyses how people react to change, how to resolve conflicts in organization, why teams in organization find it stressful to deal with organizational changes, stressors in organization and how situation influences organizational culture. Two Major Issues: First issue: David Gunsberg (HIA’s Executive Director) mentioned to Melinda that she was to be promoted to executive support manager and that she will be in-charge of five staff members at HIA Brisbane (Tee &Ashkanasy (2011). This brought about a conflict between Melinda and Deborah. Second Issue: Melinda understood that Deborah was not happy with her new post and tried to resolve the issue with but Deborah wanted to have her way by continuing to work at her on time (Tee & Ashkanasy, 2011). Melinda declined and their relationship deteriorated over the few weeks making Deborah to ask David the executive to be given another role in another department. Proposed Solutions Solution one: The way forward to avoid further conflict is communication. David should tell Deborah and other members of the organization the reasons why Melinda was promoted and reassure them of future promotions. By doing this he is bridging gaps and developing strong symmetric relations and long-term partnerships between Deborah and Melinda with them (Grunig, 2001) Solution two Executive Director, David, should identify the basis of conflict. Meet with both Melinda and Deborah in person to discuss ones another opinion on the source of disagreement, then allow ample, uninterrupted moment for both to speak, but do not let any either of them to dictate the conversation (Knight, 1997). This will give them room for expression while making Deborah also feel valued. David should also pick a solution that reconciles the two. 1.0 Introduction Organizational conflict is an unavoidable element of team membership. Differing opinions could conflict from occasion to occasion, so having a positive and consistent method to arrive at a compromise ground is necessary for an effective team (Michelle, 2013). Team leaders must enable the resolution of organizational conflict whilst listening to team members to give their opinion and adopt solutions together. Managers also have to embrace the culture of performance evaluation, rewards and recognition to make employees feel valued and part of the organization. The organization should put measures in place proper channels of communication, performance assessment, conflict and stress management to ensure that all the employees are treated equally so as elevate their morale at the workplace. Alper, Tjosvold & Law (2000, p. 627) argue that if these issues are not dealt with, workers' low morale and turnover may arise which in turn will affect the success of an organization. 2.0 Answering Case study questions: 2.1 What caused Deborah to react in such a manner towards Melinda? Deborah was unhappy that Melinda was upgraded from a secretary role to an executive director’s role. Therefore Deborah became very stubborn (not accepting Melinda’s direction and authority). This brings about a conflict between Deborah and Melinda where Deborah is avoiding Melinda. According to Robbins, Judge, Millet and Boyle (2011) stated that when a party has perceived one another incorrectly, conflict can take place and this type of conflict is known as perceived conflict. Perceived conflict is defined by Robbins et.al (2011) as awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise’ (403). “The major reason for her displeasure of Melinda’s new rank was the reality that she had to adjust to new sets regulations and rules of the organization. Furthermore, she was now accountable to Melinda for all behavior. I believe that Deborah was mad with Melinda since she could not any more work in the manner that she wanted. She acknowledged that with Melinda’s new rank, she had to get along her directions as was intended of every Melinda’s junior employees. Deborah also believed that Melinda did not merit that rank since she had been with the organization for much longer than Melinda.” Researches have revealed that employees have the tendency of juggling many goals to meet targets. Mullins (2010) claims it is extremely significant for an organization to embrace performance evaluation systems that facilitate for the achievement of the organizational missions and objectives. It is critical to balance scorecards to enhance the management. This creates the foundation of promotions in the organizations. Despite the number of years that staff has been employed by the organization; most firms tend to appreciate employees by offering promotions based on performance assessment (Michelle, 2013). HIA did not want to remain behind in adoption of performance assessment system. Therefore, it was in this context that Melinda was promoted from secretary to the position executive director and after to the rank of executive support manager. This was in spite of the fact that she had just been working for this company for two years (Tee & Ashkanasy, 2011). This did not please the office manager, Deborah, who has been with this company for the last 15 years 2.2 Whether these reactions were justified Deborah behavior towards Melinda was not justified. The reason being Melinda was just performing her leadership and managerial duties as communicated by the executive director, David Gunsberg. It was better for Deborah to review her job skills so as to increase her performance. This would help her get a promotion in future. Mullins (2010) claim that job satisfaction is significant not only because it increases work performance, but since it boosts our focus on positive things that improve our lives. A better way for Deborah to tackle dissatisfaction was to honestly assess her work and challenge herself while looking at the possibilities of being promoted in future. However, Melinda showed an exceptional leadership by approaching Deborah and explaining to her that she needs her support as well to perform. A leader ought to also show humility and at times take time off to meet with his followers so as to uphold a good working relationship with them (Alper, Tjosvold & Law, 2000, p. 627). Thus, Melinda only anticipated acting in a way that she became an exceptional leader and a successful manager. 2.3 What Melinda could have done to better resolve their differences with Deborah One solution to Deborah problems was the measure that Melinda undertook. Melinda approached her so as to promote good relations. This was regardless of the truth that Deborah was not keen to resolve these concerns with Melinda. This move shows what a good leader and manager posses. Qian & Daniels (2008, p. 326) argues that the being open and warm to a junior employee forms an effective channel of communication and solving conflict in an organization. An effective manager requires continual motivation of his team to put forth more effort in their skill in bid to complete an undertaking effectively (Mullins, 2010). Nevertheless, it would be in order for Melinda to hold a meeting consisting of all the subordinates in order to clarify why it is good to work together regardless of the position. This can help in clearing their difference and also set up the ball rolling for organizational unity. This would also assist in describing the duties of every team member of the organization. Fostering teamwork would particularly be a great idea in making sure that Deborah understands that they have to operate as a team. In this way she learns to understand Melinda not only as an executive support manager but a team leader. The move ensures that they relate and interact in a manner that promotes the achievement of the set organizational objectives. In any work setting, there are some set out rules and regulations for successful operations (Proctor & Doukakis, 2003, p. 275). These rules and regulations are adopted to make sure that the set objectives are realized in the organization. One of the major grounds why these rules are set in order to guide people on how to work and relate with management to avoid collision of job roles. Melinda could have shown Deborah warmth and good reception with personal respect in order to maintain good relationship both at the individual level and at the workplace. Because the working setting comprises of numerous personalities when brought together they forget their differences and work as a team. Melinda should explain to Deborah that conflicts at workplace leads to stress and job satisfaction which in turn leads to dismal performance. Promotions are mostly done on merit and performance, meaning should next performance evaluation be done and she is found to have a good track record, she is likely to be promoted too. High performance is extremely vital in helping attain of the organizational objectives (Michelle, 2013). Melinda should also maintain good communication with everyone because this is what leads to success within a team setting. This will also ensure that her difference with Deborah is solved and a win-win situation is created. Qian & Daniels (2008, p. 326) contend that communications also make sure that every individual understands their duty in the team. In order to resolve their conflict Melinda should remind Deborah that as much as she is above her in regards to the position, she will not use her position to undermine and frustrate her but just to act as a team leader and give directions on various undertakings of the company. Melinda ought to embrace participatory style of leadership that will give everybody a chance to take part in the decision making process. In this regard Deborah will feel part of the organization and drop their differences. The function of the participative style of leadership in reducing resistance to change is normally accepted into the organization, because a tendency to cope with this style increases the likelihood that transformation is likely to be embraced (Pardo-del-Val & Martinez-Fuentes, 2003, p. 151). The major impacts that are associated with the participative leadership style are two; it limits resistance to change, and also helps enhance the effectiveness of the organization. Macri, Tagliaventi, & Bertolotti, (2002, p. 306) also claim that the concept of participation is significant to motivate and deal with organizational changes, owing to the fact that the doubt related to changes creates a sensation of low self esteem amongst employees; it is desirable to keep away from such sensation of low self confidence by embracing sufficient participative programs. 2.4 Why organizational change is more stressful for team members or team leaders Organizations experience a flexible and ever changing environment that needs adaptation. Team members and leaders find this change more stressful to carry out their work; the team members must change to new leadership whilst team leaders must make sure that the organizing performance is enhanced. However, management essentially is the act of being in charge of roles of managing individuals or their actions. Team leadership responsibility comes with several challenges. One of the most difficult hurdles encountered is providing leadership during the change process within the team environment. This can lead to struggle for both the team leader and members as duties are reassigned and employees adjust to the new roles. Proctor and Doukakis (2003, p. 276) state that as organizations place more focus on teamwork, employees find themselves going under this conflict of adjusting to the new changes. Employees are forced to shift to the dynamics of the organization; this brings uneasiness among the team. Change is by no means easy, and it is human nature to try and resist change for whatever its causes. In spite of this fact, several organizations have managed to rise above barriers to change and adopt new leadership styles. Though, employees still find it stressful to cope with organizational changes due to various reasons. Team members form strong values that control their actions with one another. Macri & Tagliaventi & Bertolotti (2002, p. 297) maintains that change can alter this since they will have to create new values to enable them to operate benefit as the team, back to the comfort zone. The team cohesiveness influences the team’s performance and the changes are likely to compel them to come together and fight to maintain the status quo. 2.3 Possible stressors for organizational members in the workplace as portrayed in the case study Team leaders and members face uncertainty and insecurity over their work so they find it stressful to perform (Mullins, 2010). In organizational settings, stressors such as new rules and regulations, new job roles, and hectic schedule makes it hard for the team members carry on with their work because of fear of failure. This is what was causing conflicts between Deborah and Melinda in HIA. The company changed rules and regulation are the stressors forcing employees to adjust to these new dynamics. The new development also made Deborah to be answerable to Melinda (Tee & Ashkanasy, 2011). Deborah had to adjust and act in a manner that demonstrates responsibility. She has to make sure that she keeps time as laid down in the employment agreement. Organizational changes made Deborah to cut her routine of leaving work early, coming in late and longer hour breaks. 2.5 How situation influence organizational or national-level culture There are different elements that extremely influence organizational behavior. These elements rely on personal differences brought by the culture. In companies with high level of power distance, a big gap exists between people in leadership and their followers (Pardo-del-Val & Martinez-Fuentes, 2003, p.154). In this kind of organizations, subordinates views are not normally taken into account. The top managers are totally distanced from their subordinates. Various cultures have different ways of demonstrating power distance. This can be in the manner which followers address leaders and observable indications on how they talk to their leaders. If HIA has a high level of power distance, it implies that the situation will possibly remain constant over a long period of time. Nevertheless, if the power distance is low down, Melinda will be able to communicate regarding the persistent conflict with Deborah. The other elements influencing behavior in an organization are uncertainty avoidance; this is the society’s acceptance to indistinctness in their events (Mullins, 2010). Societies which experience high uncertainty avoidance tend to be rigid and become resistant to change for the apprehension of the uncertainty within. On the other hand communities which undergo low uncertainty avoidance are welcome to change with no fear of uncertainty. So as to avoid uncertainty, these societies function under rules and regulations (Michelle, 2013). Depending on employees’ culture in a company, the degree of uncertainty avoidance differs. This is demonstrated in the degree of innovativeness in these organizations (Mullins, 2010). The state of affairs portrayed by Deborah is actually high uncertainty avoidance; she is tirelessly reluctant to embrace to the changes in her place of work. Deborah is threatened by the reality that Melinda is now higher in the rank. Unfortunately, the organization has its laws and regulations well laid down. This is demonstrated when Melinda strongly shows that she cannot concur to any individual agreement with Deborah. She decisively communicates her that she has to conform to the set laws and regulations. Situations influence organizational culture which in turn affects the manner in which employees interact with each other, with stakeholders, with clients in the organization (Alpe, Tjosvold & Law 2000, p. 636). Organizations therefore require coming up with strategies to make sure that these cultural diversities are incorporated towards excellent performance. 2.6 Proposed Solutions to issues identified with an action plan When an organization evolves and grows, it will undergo change. Executing change can be challenging if inappropriate methods are applied. Designing effective ways to initiate and implement change can relieve the stress the employees feel when change is adopted. Therefore for change to be adopted and embraced by everyone, it is recommended that the organization observe the following; For employees, customers and business associates adjust to changes, it's better to communicate the changes in advanced before adopting them. However, when communicated and adopted immediately like in HIA, it affects employees and make them feel threatened by new roles. For Melinda to solve her conflict with Deborah, she has to adopt effective strategies which create a win-win situation for all employees. For employees to feel involved and recognized, managers should reward employees based on their experience, hard work and dedication in order to boost their morale. Therefore, David Gunsberg, HIA's executive director should have equally promoted Deborah for her dedication and experience for many years working with HIA to feel involved. 3.0 Conclusion For organizational change to take shape, the whole management and managerial teams require to get involved and demonstrate interest amongst the staff. When the executive team demonstrates support of other members, it is easier for staff to accept change. When employees are promoted on equal measures based on their dedication and experience, they make the internal transition easier and make these employees have the morale to meet organizational objectives. A technique that can make staff like Deborah individually involved in organizational change and feels encouraged to look at the organization as though they own it. This ease conflict and stress among employees. 4.0 References Alper, S., Tjosvold, D. & Law, K. (2000). Conflict management, efficacy, and performance in organizational teams, Personnel Psychology, 53, 625-642. Macri, D.M., Tagliaventi, M.R. and Bertolotti, F. (2002). A grounded theory for resistance to change in a small organization. Journal of Organizational Change Management, 15 (3), 292-311. Michelle, B. (2013). How to resolve organizational conflict. Retrieved 22nd May 2013 from http://www.ehow.com/how_7340170_resolve-organizational-conflict.html Mullins, L. (2010). Management and Organizational Behavior, 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, Vol. 41 No. 2, pp. 148-55. Proctor, T. and Doukakis, I. (2003). Change management: the role of internal communication and employee development. Corporate Communications: An International Journal, Vol. 8, No. 4, pp. 268-77. Qian, Y. and Daniels, T. (2008). A communication model of employee cynicism toward organizational change. Corporate Communications: An International Journal, Vol. 13 No. 3, pp. 319-32. Tee, Eugene Y. J. and Ashkanasy, Neal M. (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. Read More