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This will allow for collaboration, additional suggestions for the action plans to come, corrections and so forth.
Action planning: At this point, a plan can be developed to remedy the situation being studied; the plans become something that delivers results.
Implementation: The adopted Action Plan is put in place.
Follow up: Lastly, the implementation, as well as the Action Plan itself, is reviewed in order to see if positive results have occurred. If not, the process may need to be repeated or modified.
It is important to note that the way that the Action Research Process is enacted will vary by organization, the expected outcomes, the stakeholders involved, etc. (Cunningham, 1999).
Stress and Its Consequences
The drive for organizations to constantly improve can, and does, lead to stress for the workers (Buunk & Verhoeven, 1991). This stress can have many consequences, such as increases in employee turnover, absenteeism, lower productivity, etc. (Gunasekara, 2003). Therefore, organizations must make sure that stress is kept to a minimum.
Conclusion
In conclusion, what can be seen from these topics is that the focus for successful organizations...
(1991). Companionship and Support at Work: a Microanalysis of the Stress-Reducing Features of Social Interaction. Basic and Applied Social Psychology, 12(3), 243-258.
Cunningham, J.B. (1993). Action Research and Organizational Development. Westport, CT: Praeger Publishers.
Gilley, J.W., & Maycunich, a. (2000). Organizational Learning, Performance, and Change: An Introduction to Strategic Human Resource Development. Cambridge, MA: Perseus Books.
Greenberg, J. (Ed.). (2003). Organizational Behavior: The State of the Science (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
Gunasekara, C. (2003). Project-Based Workplace Learning: A Case Study. SAM Advanced Management Journal, 68(1), 37+.
Mills, J.H. (2003). Making Sense of Organizational Change. New York: Routledge.
Tomal, D.R. (1999, January). Solving Problems through Action Research. School Administrator, 56, 41.
Weick, K.E., & Quinn, R.E. (1999). Organizational Change and Development. 361.
Management-Theory
References
Buunk, B.P., & Verhoeven, K. (1991). Companionship and Support at Work: a Microanalysis of the Stress-Reducing Features of Social Interaction. Basic and Applied Social Psychology, 12(3), 243-258.
Cunningham, J.B. (1993). Action Research and Organizational Development. Westport, CT: Praeger Publishers.
Gilley, J.W., & Maycunich, a. (2000). Organizational Learning, Performance, and Change: An Introduction to Strategic Human Resource Development. Cambridge, MA: Perseus Books.
Greenberg, J. (Ed.). (2003). Organizational Behavior: The State of the Science (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
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