The Importance of Organizational Adaptability in a Changing World

Things always change in life and the organizations must adjust and change accordingly. Failing to change will make them fall behind and they battle, to keep up with their competitors.

Change inside a company can either be planned or reactionary. Planned change is changed tasks that are deliberate and objective driven . These progressions are proactive and are commonly used to improve the capacity of the association to adjust to changes in its condition and also change the workers behavior or attitude .

Reactionary changes happen in direct response to worker requests or to an unexpected circumstance that forces the company to work or take decisions in other ways which are not welcoming initially.

There are numerous approaches to handle the resistance to change. These incorporate training and communication, cooperation, building support and responsibility, creating constructive connections, executing changes decently, control and cooptation, choosing individuals who acknowledge change, and coercion. One way to deal with organizational change is Lewin's Three Step Model. This model says that effective change in associations ought to pursue three stages: unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent (Robbins & Judge, 2018).

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Different methodologies incorporate Kotter's eight-step plan, action research, and organizational development .

Organizations can likewise adopt a proactive strategy by making a culture of progress and learning. The potential hotspots for stress can be because of environmental factors, organizational factors and individual elements. In a given stressful circumstance, each individual may carry on contrastingly relying upon specific components like discernment, experience, social help, and identity attributes .

Managing pressure or stress is one of the key ideas explained in this chapter, there are essentially four strategies by which we can deal with the feelings of stress. Obstruction stressors decrease performance in all workplaces and have no constructive outcomes. There are numerous potential stressors at work, for example, job equivocalness, work overload and situational requirements .

Workaholism is another individual trademark identified with feelings of stress. They put in a tremendous number of hours, and always think about work even when they are not working . Personally, I have seen some managers who are engaged with their work almost the whole day. I am not sure if it is dedication towards work or not. I would assume it as dedication if they are the owners of the business where they have to constantly think about it make progress or to achieve heights, and think them as workholics if they are regular employees and still put in their hours (sometimes people also has to work hard to complete the tasks or they may be terminated). They may seem like to work hard but it does not always mean that they are productive. On the other hand putting so much effort leads to work-life balance issues and mental stress.

I understood that a lot of research was done on stress-performance relationship. The rationale hidden is that low to moderate dimensions of stress invigorate the body and enhance its capacity to respond. People at that point frequently perform their tasks and assignments better, faster and accurate. However, a lot of stress places unattainable requirements on an individual, which will impact their performance and decreases it . The inverted-U model does not have empirical support and thus individuals have to be cautious while analyzing stress-performance relationship.