ABSTRACT
This chapter discusses the nature and implications of a proposed model for organisational stress management in this airline company. Past experiences with stress management programmes in organisations have learnt that tackling a problem with such diverse symptoms, can be difficult. The successful implementation of this stage in the company depends on the recognition of the company that not only should individuals and groups be trained in stress management, but the company itself has to supply support to its members in this regard. The different stages of a stress management model discussed can be used by the company to provide certain mechanisms by which the model can be effectively executed. This will also keep the issue of stress on the organisation agenda. The overall model is in place and functioning, the focus can be shifted to certain groups of employees experiencing stress related problems.
