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    Organizational Change and Stress Management

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    Niraj Sharma
    The document discusses organizational change and stress management. It covers topics like managing planned change, resistance to change, overcoming resistance, Lewin's three-step change model, action research, organizational development techniques, and creating learning organizations. It also discusses sources of stress, both organizational and individual factors, and managing stress in the workplace.

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    Organizational Change and Stress Management

    Uploaded by

    Niraj Sharma
    54 views30 pages
    The document discusses organizational change and stress management. It covers topics like managing planned change, resistance to change, overcoming resistance, Lewin's three-step change model, action research, organizational development techniques, and creating learning organizations. It also discusses sources of stress, both organizational and individual factors, and managing stress in the workplace.

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    Organizational Behavior 11ed Stephen P Robbins

    Original Title

    OB11_18st

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    The document discusses organizational change and stress management. It covers topics like managing planned change, resistance to change, overcoming resistance, Lewin's three-step change model, action research, organizational development techniques, and creating learning organizations. It also discusses sources of stress, both organizational and individual factors, and managing stress in the workplace.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    54 views30 pages

    Organizational Change and Stress Management

    Uploaded by

    Niraj Sharma
    The document discusses organizational change and stress management. It covers topics like managing planned change, resistance to change, overcoming resistance, Lewin's three-step change model, action research, organizational development techniques, and creating learning organizations. It also discusses sources of stress, both organizational and individual factors, and managing stress in the workplace.

    Copyright:

    Attribution Non-Commercial (BY-NC)
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    Download as ppt, pdf, or txt
    of 30

    Chapter 18

    Organizational Change and Stress Management


    ORGANIZATIONAL BEHAVIOR
    S T E P H E N P. R O B B I N S
    E L E V E N T H 2005 Prentice Hall Inc. All rights reserved. E D I T I O N PowerPoint Presentation by Charlie Cook WWW.PRENHALL.COM/ROBBINS

    Managing Planned Change


    Change Making things different. Planned Change Activities that are intentional and goal oriented. Change Agents Persons who act as catalysts and assume the responsibility for managing change activities.
    2005 Prentice Hall Inc. All rights reserved.

    Goals of Planned Change: Improving the ability of the organization to adapt to changes in its environment. Changing the behavior of individuals and groups in the organization.

    182

    Resistance to Change
    Forms of Resistance to Change Overt and immediate Voicing complaints, engaging in job actions Implicit and deferred
    Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism

    2005 Prentice Hall Inc. All rights reserved.

    183

    Overcoming Resistance to Change


    Tactics for dealing with resistance to change: Education and communication Participation

    Facilitation and support


    Negotiation Manipulation and cooptation Coercion

    2005 Prentice Hall Inc. All rights reserved.

    184

    The Politics of Change


    Impetus for change is likely to come from outside change agents.

    Internal change agents are most threatened by their loss of status in the organization.
    Long-time power holders tend to implement only incremental change. The outcomes of power struggles in the organization will determine the speed and quality of change.

    2005 Prentice Hall Inc. All rights reserved.

    185

    Lewins Three-Step Change Model


    Unfreezing
    Change efforts to overcome the pressures of both individual resistance and group conformity.

    Refreezing
    Stabilizing a change intervention by balancing driving and restraining forces.

    Driving Forces
    Forces that direct behavior away from the status quo.

    Restraining Forces
    Forces that hinder movement from the existing equilibrium.

    2005 Prentice Hall Inc. All rights reserved.

    186

    Action Research
    Action Research
    A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.

    Process Steps:
    1. 2. 3. 4. 5. Diagnosis Analysis Feedback Action Evaluation

    Action research benefits: Problem-focused rather than solution-centered. Heavy employee involvement reduces resistance to change.
    187

    2005 Prentice Hall Inc. All rights reserved.

    Organizational Development
    Organizational Development (OD) A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being. OD Values:
    1. Respect for people 2. Trust and support 3. Power equalization 4. Confrontation 5. Participation
    2005 Prentice Hall Inc. All rights reserved. 188

    Organizational Development Techniques


    Sensitivity Training Training groups (T-groups) that seek to change behavior through unstructured group interaction. Provides increased awareness of others and self. Increases empathy with others, improves listening skills, greater openess, and increased tolerance for others.

    2005 Prentice Hall Inc. All rights reserved.

    189

    Organizational Development Techniques (contd)


    Survey Feedback Approach The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested. Process Consultation (PC) A consultant gives a client insights into what is going on around the client, within the client, and between the client and other people; identifies processes that need improvement.
    2005 Prentice Hall Inc. All rights reserved. 1810

    Organizational Development Techniques (contd)


    Team Building High interaction among team members to increase trust and openness.
    Team Building Activities: Goal and priority setting. Developing interpersonal relations.

    Role analysis to each members role and responsibilities.


    Team process analysis.
    2005 Prentice Hall Inc. All rights reserved. 1811

    Organizational Development Techniques (contd)


    Intergroup Development OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other.
    Intergroup Problem Solving: Groups independently develop lists of perceptions. Share and discuss lists.

    Look for causes of misperceptions.


    Work to develop integrative solutions.
    1812

    2005 Prentice Hall Inc. All rights reserved.

    Organizational Development Techniques (contd)


    Appreciative Inquiry Seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.
    Appreciative Inquiry (AI): Discovery: recalling the strengths of the organization. Dreaming: speculation on the future of the organization. Design: finding a common vision. Destiny: deciding how to fulfill the dream.
    2005 Prentice Hall Inc. All rights reserved. 1813

    Contemporary Change Issues For Todays Managers


    How are changes in technology affecting the work lives of employees? What can managers do to help their organizations become more innovative? How do managers create organizations that continually learn and adapt? Is managing change culture-bound?

    2005 Prentice Hall Inc. All rights reserved.

    1814

    Technology in the Workplace


    Continuous Improvement Processes
    Good isnt good enough.

    Focus is on constantly reducing the variability in the organizational processes to produce more uniform products and services.
    Lowers costs and raises quality. Increases customer satisfaction.

    Organizational impact
    Additional stress on employees to constantly excel. Requires constant change in organization.

    2005 Prentice Hall Inc. All rights reserved.

    1815

    Technology in the Workplace


    Process Reengineering
    Starting all over

    Rethinking and redesigning organizational processes to produce more uniform products and services.
    Identifying the organizations distinctive competencies what it does best. Assessing core processes that add value to the organizations distinctive competencies. Reorganizing horizontally by process using crossfunctional and self-managed teams.

    2005 Prentice Hall Inc. All rights reserved.

    1816

    Contemporary Change Issues for Todays Managers: Stimulating Innovation


    Innovation
    A new idea applied to initiating or improving a product, process, or service.
    Sources of Innovation: Structural variables Organic structures Long-tenured management Slack resources Interunit communication Organizations culture Human resources

    2005 Prentice Hall Inc. All rights reserved.

    1817

    Contemporary Change Issues for Todays Managers: Stimulating Innovation (contd)


    Idea Champions
    Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented.

    2005 Prentice Hall Inc. All rights reserved.

    1818

    Creating a Learning Organization


    Single-Loop Learning Errors are corrected using past routines and present policies.

    Double-Loop Learning
    Errors are corrected by modifying the organizations objectives, policies, and standard routines.

    2005 Prentice Hall Inc. All rights reserved.

    1819

    Creating a Learning Organization

    Fundamental Problems in Traditional Organizations: Fragmentation based on specialization.

    Overemphasis on competition.
    Reactiveness that misdirects attention to problem-solving rather than creation.

    2005 Prentice Hall Inc. All rights reserved.

    1820

    Managing a Learning Organization

    Establish a strategy

    Managing Learning

    Redesign the organizations structure

    Reshape the organizations culture

    2005 Prentice Hall Inc. All rights reserved.

    1821

    Mastering Change: Its Culture-Bound


    Questions for culture-bound organizations:
    1. Do people believe change is even possible?
    2. How long will it take to bring about change in the organization? 3. Is resistance to change greater in this organization due to the culture of the society in which it operates? 4. How will the societal culture affect efforts to implement change?

    5. How will idea champions in this organization go about gathering support for innovation efforts?

    2005 Prentice Hall Inc. All rights reserved.

    1822

    Work Stress and Its Management


    Stress A dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.

    2005 Prentice Hall Inc. All rights reserved.

    1823

    Work Stress and Its Management


    Constraints

    Forces that prevent individuals from doing what they desire.

    Demands The loss of something desired.

    2005 Prentice Hall Inc. All rights reserved.

    1824

    Potential Sources of Stress


    Environmental Factors
    Economic uncertainties of the business cycle

    Political uncertainties of political systems


    Technological uncertainties of technical innovations Terrorism in threats to physical safety and security

    2005 Prentice Hall Inc. All rights reserved.

    1825

    Potential Sources of Stress


    Organizational Factors
    Task demands related to the job

    Role demands of functioning in an organization


    Interpersonal demands created by other employees Organizational structure (rules and regulations) Organizational leadership (managerial style) Organizations life stage (growth, stability, or decline)

    2005 Prentice Hall Inc. All rights reserved.

    1826

    Potential Sources of Stress (contd)


    Individual Factors
    Family and personal relationships

    Economic problems from exceeding earning capacity


    Personality problems arising for basic disposition

    Individual Differences
    Perceptual variations of how reality will affect the individuals future.
    Greater job experience moderates stress effects. Social support buffers job stress. Internal locus of control lowers perceived job stress. Strong feelings of self-efficacy reduce reactions to job stress.
    2005 Prentice Hall Inc. All rights reserved. 1827

    Consequences of Stress

    High Levels of Stress

    Physiological Symptoms

    Psychological Symptoms

    Behavioral Symptoms

    2005 Prentice Hall Inc. All rights reserved.

    1828

    Managing Stress
    Individual Approaches
    Implementing time management Increasing physical exercise Relaxation training Expanding social support network

    2005 Prentice Hall Inc. All rights reserved.

    1829

    Managing Stress
    Organizational Approaches
    Improved personnel selection and job placement Training Use of realistic goal setting Redesigning of jobs Increased employee involvement Improved organizational communication Offering employee sabbaticals Establishment of corporate wellness programs

    2005 Prentice Hall Inc. All rights reserved.

    1830

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