Abstract
Many organizations are finding it necessary to embark upon programmes of strategic change. The paper draws attention to the need for managers to acknowledge human factors associated with the change process. It is argued that the increased demands and pressures which very often accompany strategic change render employees susceptible to work stress, the adverse effects of which have a number of costly consequences for the organization. A case study presents the experiences of a manufacturing organization which has been subject to the change process. To help organizations effectively address the problems of stress associated with strategic change, a four-stage action model is presented.
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