The paper deals with the nature of the stress process and its linkage with negative outcomes for the individual as also the organisation. Special emphasis has been placed on the organisation related role stresses and the ‘functional’ and ‘dysfunctional’ strategies used for dealing with them. The concept of ‘stress audit’ is now almost a decade old but so far no attempt has been made to give it an operational definition. The paper has for the first time provided some very specific suggestions about carrying out a ‘stress audit’ in organisations. It is also suggested as to what type of results can be obtained and how these results can actually be utilised by organisations for development purposes. It is contended that ‘stress audit’ can be used as a special organisational development (D.D) method. It is classified as a ‘person-based’ intervention. It helps in: (a) identification of structural imbalances in organisation; (b) identification of training needs at various levels; (c) identification of conflicts and flash points; (d) identification of unproductive practices in organisation, and (e) identification of problem executives as also executives with problems.
