CHANGE is something that presses us out of our comfort zone. Change is either for the better or for the worst, depending on where you view it. Change and managing change are common topics among managers and management expertise but people rarely pay attention on such effects neglecting the fact that these effects could become a major threat if mishandled. One of the least mentioned effects of change relates to how it affects the manager leading that change, and his or her ability to undertake the leadership role. Restructuring or downsizing is some types of change that can put considerable strain on the leaders of an organisation. One major concern about change is the stress it imposes on those undergoing the change. Stress is part of the job, but in times of change, it is critical that you recognise that it may cause you to act in ways that are less effective than usual. As with anything connected with change, the major distress is not short term but long term. Another effect can cause a change is by ignoring the situation. Avoidance can take many forms. Commonly the avoiding manager plays a negligible role in moving the organisation through the marsh. Another common scheme is refutation of the effects of change. Managers who do this have a propensity to underrate the shock of the change, and reveal incapacity to react to employee expressive reaction to change. Changes bring either disaster or wonder at any place. Change is an uncertain thing that can occur at any time. If change is positive, all you need to do is to maintain that change for the betterment. Saad & Rabia (UCP)