Organizational Culture, Change, Stress & Performance Evaluation

ORGANIZATIONAL BEHAVIOR
Chapter 15TH ED
7 Robbins and Judge
Organizational Culture, Change,

Stress & Performance Evaluation
ORGANIZATIONAL CULTURE AND ITS
COMMON CHARACTERISTICS
 Organizational culture refers to a system of shared meaning
held by members that distinguishes the organization from other
organizations.
 Research identifies seven primary characteristics that capture

the essence of an organization’s culture:
 Innovation and risk taking.
 Attention to detail.
 Outcome orientation.
 People orientation.
 Team orientation.
 Aggressiveness. 16-2
 Organizational Development (OD)
ORGANIZATIONAL DEVELOPMENT
 A collection of planned interventions, built onhumanistic-
democratic values, that seeks to improve organizational
effectiveness and employee well-being
 OD Values
 Respect for people
 Trust and support
 Power equalization
 Confrontation
 Participation
SIX OD TECHNIQUES
1. Sensitivity Training
 Provides increased awareness of others and self
 Increases empathy with others, listening skills,
openness, and tolerance for others
2. Survey Feedback Approach

 The use of questionnaires to identify discrepancies
among member perceptions; discussion follows and
remedies are suggested
3. Process Consultation (PC)

 A consultant gives a client insights into what is going
between the client and other people; identifies
processes that need improvement.
SIX OD TECHNIQUES (CONTINUED)
4. Team Building
 High interaction among team members to increase trust and
openness
5. Intergroup Development
 OD efforts to change the attitudes, stereotypes, and perceptions
that groups have of each other
6. Appreciative Inquiry
 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

 Making
things different
CHANGE
Resistance to change appears to be a natural and
positive state
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
 Deferred resistance clouds the link between source
and reaction
TACTICS FOR OVERCOMING
RESISTANCE TO CHANGE
 Education and Communication
 Show those affected the logic behind the change
 Participation
 Participation in the decision process
 Building Support and Commitment

 Counseling, therapy, or new-skills training
 Selecting people who accept change

 Hire people who enjoy change in the first place
LEWIN’S THREE-STEP CHANGE MODEL
 Unfreezing
 Change efforts to overcome the pressures of both
individual resistance and group conformity
 Movement
 Make the changes
 Refreezing
 Stabilizing a change intervention by balancing driving
and restraining forces
KOTTER’S EIGHT-STEP PLAN
 Buildsfrom Lewin’s Model
 To implement change:
1. Establish a sense of urgency
2. Form a coalition
Unfreezing
3. Create a new vision
4. Communicate the vision
5. Empower others by removing barriers
Movement
6. Create and reward short-term “wins”
7. Consolidate, reassess, and adjust
8. Reinforce the changes Refreezing
WORK STRESS
 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
 Types of Stress
 Challenge Stressors
 Stress associated with workload, pressure to complete
tasks, and time urgency

 Hindrance Stressors
 Stress that keeps you from reaching your goals
POTENTIAL SOURCES OF STRESS
 Environmental Factors
 Economic uncertainties of the business cycle
 Political uncertainties of political systems
 Technological uncertainties of technical innovations
 Organizational Factors
 Task demands related to the job
 Role demands of functioning in an organization
 Interpersonal demands created by other employees
 Personal Factors
 Family and personal relationships
 Economic problems from exceeding earning capacity
 Personality problems arising from basic disposition
MANAGING STRESS
 Individual Approaches
 Implementing time management
 Increasing physical exercise
 Expanding social support network
 Organizational Approaches
 Improved personnel selection and job placement
 Training
 Use of realistic goal setting
 Redesigning of jobs
 Increased employee involvement
 Improved organizational communication
 Establishment of corporate wellness programs
PERFORMANCE EVALUATION
 Purposes of Performance Evaluation
 Making general human resource decisions.
 Promotions, transfers, and terminations
 Identifying training and development needs.
 Employee skills and competencies
 Validating selection and development programs.
 Employee performance compared to selection evaluation and
anticipated performance results of participation in training.
 Providing feedback to employees.
 The organization’s view of their current performance
 Supplying the basis for rewards allocation decisions.
 Merit pay increases and other rewards
17–
13
METHODS OF PERFORMANCE
EVALUATION
1. Written Essay
A narrative describing an employee’s strengths,
weaknesses, past performances, potential, and suggestions
for improvement.
2. Critical Incidents
Evaluating the behaviors that are key in making the difference
between executing a job effectively and executing it
ineffectively.
3. Graphic Rating Scales

An evaluation method in which the evaluator rates
performance factors on an incremental scale.
METHODS OF PERFORMANCE
EVALUATION (CONT’D)
4. Behaviorally
Anchored Rating Scales Passes next examination
and graduates on time.
(BARS)
Scales that combine major Pays close attention and
elements from the critical regularly takes notes.
incident and graphic rating
scale approaches: Alert and takes
occasional notes.
The appraiser rates the
employees based on items Stays awake in class
along a continuum, but the but is inattentive.
points are examples of actual
Get to class on time,
behavior on a given job rather
but nods off immediately.
than general descriptions or
traits. Oversleeps for class.
(CONT’D)
5. Forced Comparisons
Evaluating one individual’s performance relative to the
performance of another individual or others.
6. Individual Ranking
An evaluation method that rank-orders employees from best to
worse.
7. Group Order Ranking
An evaluation method that places employees into a particular
classification, such as quartiles.
8. Paired Comparison
An evaluation method that compares each employee with every other
employee and assigns a summary ranking based on the number of
superior scores that the employee achieves.

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ORGANIZATIONAL BEHAVIOR

7 Robbins and Judge

Organizational Culture, Change,

 Research identifies seven primary characteristics that capture

2. Survey Feedback Approach

3. Process Consultation (PC)

 Design: Finding a common vision

 Destiny: Deciding how to fulfill the dream

 Building Support and Commitment

 Selecting people who accept change

tasks, and time urgency

3. Graphic Rating Scales

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