 Empowerment

Some employees sometimes believe that they are dependent on others and their
own efforts will have a little impact on performance. This feelings of
powerlessness contribute to the frustrating experience of low self efficacy. It takes
birth when organization changes, Defective leading style, jobs seeking
multidimensional experiences. We need to make them empowered to get them
rescued.
Empowerment is the process of identifying and removing the condition which
cause powerlessness and enhance the feeling of self efficacy. Empowerment
authorizes employees with knowledge & skill to cope with situations and enables
them to take control of various problems as the face.
Empowerment can be accelerated with four broad approaches:
(a) Helping employees to achieve job mastery (giving proper training, coaching
and guided experience that will result in success)
(b) Providing successful role models (allowing employees to observe peers who
already perform well on the job)
(c) Using social reinforcement and persuasion (giving praise, encouragement &
verbal feedback aimed to raise self confidence)
(d) Giving emotional support (Providing reduction of stress and anxiety through
better definition, task assistance and honest caring).
After introducing above tools, employee begin to believe that they are competent
and valued, their jobs have meaning & impact, they have much opportunities to
use their talents. Legitimate power makes employees empowered.

 Participation
It is a state where participative management is working. Managers consult with
employees, ask them to participate on problem solving activities and in decision
making process. A situation where all work together as a team.
So, participation is the mental and emotional involvement of persons in
groups/situations that encourage those employees to contribute to group goals and
share responsibility for them.
This definition produces three important ideas-involvement, contribution and
responsibility.

1
Prerequisites of participation:

(a) Adequate time to participate,

(b) Potential benefits are likely to be greater than cost,

(c) Relevance to employee interest,

(d) Adequate employee abilities to deal with the subject,

(e) Mutual ability to communicate ,

(f) No feeling of threat to either party

(g) Within the area of job freedom

Limitations of Participation:

(a) Technology and organizations are so complex that need specialized work roles
and it makes difficult for some to participate.

(b) It is very difficult when proposal are in areas where employees are not
competent.

(c) Employees’ right not to participate.

(d) Participation may sometimes be used unethically, it may manipulate

employees, not by management but by union.

So, participation is a sharing process which includes employees and managers

to work

2
 Leadership
Leadership is an art or a process of influencing people so that people will strive
willingly and enthusiastically toward the achievement of group goals. It is a non
coercive influence and motivate the behavior of people or employees. A leader is
not for only push and prod the people, he stands before the group. He facilitates
progress and inspires the group function. He is a catalyst who transforms potential
into reality
 Leadership Vs Management:
Management plans, prepares budget, allocates resources, management organizes,
ensures recruitment, provides policies, guides & methods
Management controls
Management achieves orderly results, produces outcomes for the stake holders.
Managers hold formal positions, A person could be a weak leader but he would be
an effective manager. Leader establishes a vision of future direction, he
communicates in all directions.
He motivates people and inspires people
He may or may not hold formal positions, uses his/her informal influences.
Leaders ensures an orderly change and produces useful changes for the
organization.
 Ingredients of Leadership:
(a) Ability to use power effectively in a very responsible manner,
(b) Ability to comprehend that human beings have different motivational forces
at different times and also situations,
(c) Ability to inspire people in the organization,
(d) ability to act in a manner which will develop a climate conducive to
responding and arousing motivations among people.

 Trait approaches to Leadership:

Different traits have been suggested by researchers which may belong to leaders.
Traits are physical traits, Intelligence traits, ability traits, personality traits, social
characteristics and so on.
Height, Appearance, colour, energy, adaptability, aggressiveness, inter personal
skill, administrative ability, ambition, tenacity, creativity, flexibility, honesty,
integrity, confidence, cognitiveability and charisma etc.

3
 In summarized form, 6 (six) aspects of leadership traits are commonly be told:
(a) A high level of personal drive,
(b) The desire to lead,
(c) Personal integrity,
(d) Self confidence,
(e) Analytical ability and Judgement &
(f)Knowledge of the company.

 Different styles of Leadership:

( Leadership based on the use of authority)
(a) Autocratic Leader Commands and expects compliance, getting
works done, give rewards and punishment.
Centralizes power & authority.
Follower Follower Follower

(b) Democratic or Consults with subordinates,

participative Leader proposes action & decisions,
encourages participation from
Follower Follower Follower followers, decentralizes power &
authority.

(c) Free rein leader

Follower Follower Follower

Avoid power and responsibilities, He depends largely on the groups to establish

goals and work out problems, ignores responsibility gives high degree of
independence to his followers
(d) (Likert’s four systems style of leadership)
Professor Rensis Likert and his associates of University of Michigan
outlined:
System 1 Exploitive- authoritative
Managers are autocrat, have little trust in subordinates, they get works done
through fear/punishment, downward communications are there
System 2 Benevolent- authoritative

4
Mangers patronize confidence and trust in subordinates.
Motivate with rewards, some fear & punishment, solicit a little bit, allow a little
delegation.
System 3 consultative
Managers have substantial but not complete confidence & trust. Communication
takes place in both ways, little decision are from followers’ side, act
consultatively.

5
 System 4 participative
Managers have complete trust and confidence in all matters. They get ideas &
opinions from subordinates and constructively use those ideas. Act as a group.
Successful leaders use system 4
(e) (The Managerial Grid)
Robert Blake and Jane mouton
Grid has two dimensions- Concerned for people and concerned for production
Maximizing organizational output and maximizing follower’s benefit.

9
High 9.9
8
1.9
7

6
5.5
Concerned for

5
People

2
1.1 9.1
1
Low
1 2 3 4 5 6 7 8 9
Low Concerned for High
production

1.1= Minimum effort (Impoverished)

9.1= Efficiency in work & little effect in human elements (autocratic)

1.9= people with comfortable atmosphere & friendly (country club)

9.9= Committed people & common stake (Real Team manager)

5.5= Adequate performance through balance of work requirements and

maintaining satisfactory morale. (benevolently autocratic)

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(f) (Leadership as a continuum)

Robert Tannentaum & warren H. Schmidt have developed leadership continuum.

It incorporates variety of styles, from highly boss-centered to one that is highly
subordinate centered. It recognizes that the style of leadership is dependent on the
leader, followers and the situation.

According to aforementioned developers, following elements may influence a

manager’s leadership style.

(a) The forces operating in the manager’s personality, his/her value system,
confidence in subordinates, inclination toward leadership style feeling of
security in uncertain situations

(b) The forces in subordinates-their willingness to assume responsibility, their

knowledge, experience, their tolerance for ambiguity-which would affect
leaders behavior.

(c) The forces in the situation-organization values & traditions, effectiveness of

subordinates working as a unit, nature of a problem, feasibility of safely
delegating the authority to handle and also pressure of time.

Such style was tested positively in case of labour issue and consumers
movement –managers rightly handled their subordinates

(g) (Fiedler’s contingency approach to leadership)

People would become leader because of various situational factors and

interactions between leaders and group members.

Fiedler described three critical dimensions of leadership situation that help in

determining styles:

(a) Position power- Power arising from organizational authority and considerable
position power, his expertise enables him to lead well.

(b) Task structure-task is clearly spelled out

(c) Leader-Member relationship-It is most important from a leader’s point of

view. Liking-disliking, trust-distrust factor a lot.

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(h) (Path-goal theory to leadership)

This suggests that the main function of a leader is to clarify and set goals with
subordinates.

Leaders may analyze characteristics of subordinates, confidence their needs,

abilities, work environment, components of task, reward system & relationship of
coworkers etc.

Leader behavior would be of :

(a) Supportive leader behavior, has greatest impact on their minds

(b) Participative leadership influences others and get them motivated

(c) Instrumental leadership clarifies all- planning , organizing, coordinating and

controlling

(d) Achievement oriented leadership-sets challenging goals, seeking

improvement of performance, boost up confidence and achieve high goals

Considering the situations-leader go ahead, brings a harmony between behavior

of employees and their goals.

It makes clear about the path goal of followers, leader’s has confidence on his
followers that their acception of leader’s behavior would generate immediate
source of satisfaction/future satisfaction among all the followers.

(i) Transactional Leadership= (guide & motivate) (path-goal)

Transformational Leadership= Leaders transcend their interest for the

organization which keeps profound & extra
ordinary effect on their followers.

Visionary Leadership= Create and articulate a realistic, credible & attractive

vision of the future and improve the position.

8
 Group
A group is defined as two or more individuals are interacting and they are
interdependent. They come together to achieve particular objectives.
 Theories of group formation
(a) Theory based on activity, interaction and sentiment: George Homans
described, three elements are highly related, the more activity, the more
interaction & the more sentiments. A good understanding and formation of
group takes place.
(b) Theory based on similar attitudes and values: Theodore Newcomb invented-
persons are attracted to one another on the basis of similar attitudes and
values.

Individual X Individual Y

Common Attitudes and values regarding :

Religion
Politics
Life style
Marriage state
Working style
Authority enjoyed

Called a Balance theory of group formation

 Types of Groups
(a) Formal group= A designated work group defined by the organizational
structure. Directed toward organizational goals.
(b) Informal group= A group is neither formally structured nor organizationally
determined. They just appear in response to the need for social contact.
Natural formation. Regularly eat lunch together.
(c) Command group= This group is determined by the organizational chart. A
manager and his immediate subordinates are there. Subordinates report
directly to a given situation.

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 (d) Task group= Those who are working together to complete a job task. It is
organizationally determined. Cross command may travel.
(e) Interest group=People working together to attain a specific objective with
which each of them is concerned. They may band together to spend their
vacation schedules. Sympathy for a fired employee.
(f) Friendship group= They come together because they share one or more
common characteristics. Social alliance, similar age, ethnic similarity, same
political views, regional similarity etc.
 Why do people join in group?
Security- reduce the insecurity of “standing alone”,
Status-get recognition, viewed important by others,
self-esteem-ensures increased feeling of worth,
Affiliation-to fulfill their social needs,
Power- group action is achieved quickly,
Goal achievement-Management prefer and rely on the use of a group.

 Group pass through a standard sequence of 5 (five) stage.

(a) Forming= First stage of a group development. They are uncertain about
purpose, structure, leadership etc. They are testing the waters, what behavior
would they receive/accept.
(b) Storming= Group’s intra communication, intra-group conflict, who will
control, acceptance, resistance to the constraints.
(c) Norming= Close relationship develop and group demonstrates group’s
cohesiveness. Strong sense of group identity. Norming is over when group
assimilates a common set of expectations to all members.
(d) Performing= Group is fully functional, group development takes place.
(e) Adjourning= For permanent work group, performing is last stage. However,
for temporary committee, task forces and similar groups have limited task to
perform, they have a stage, that is adjourning stage.

 Meeting, committee & structured approaches:

Group member sit for a meeting to conduct their group’s tasks. Meeting are
convened for many reasons. There we need a committee to be formed out of that
group, authority is also delegated. Committee needs it’s (size, composition and
agenda) in careful manner, so that it can act effectively/ fruitfully.

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A committee of five to seven members are suggested. Leaders try to find out
problem solving group, task forces, they find members’ interest level, time, past
working relationship, potentials of members.
Two agendas are served and discussed. Surface agenda is official task of group.
The other is members’ private emotions and motives which are kept hidden under
the conference table, known as hidden agenda.
Leaders play their leadership role in the groups, they perform task roles and
social roles:
 Task roles : Define a problem or goal for the group, request facts, ideas or
opinions from members, they provide facts, ideas or opinions,
clarify a confused situation, give examples, provide structured
way, summarized the discussion, Determine whether
agreement has been reached or not.
 Social roles : Support the contribution of others, encourage them by
recognition, sense the mood of the group and help members
become aware of it, Reduce tension and reconcile
disagreements, Modify others’ position, audit and error.
Facilitate participation of all members, Evaluate the group’s
effectiveness.
While committees are acting or helding meetings, for their convenient action
they prefer other approaches when issues are specific/important or greater
care/control is needed.
Structured approaches are :
(a) Brain storming= It is for encouraging creative thinking. It takes its shape
based upon four basic guidelines for participates
i. Generate as many ideas as possible
ii. Be creative and imaginative
iii. Build upon, extend or combine earlier ideas
iv. Withhold criticism of others’ ideas

Success depends upon members’ capacity and willingness.

(b) Nominal groups=Members work independently, find out different
solutions, ideas are sometimes shared in a structured format, discussed for
clarification. Finally group members choose the best alternatives by secret
ballot. Opportunity for all members to participate in decision making.
(c) Delphi decision making=A series of questions are distributed to the
respondents, who do not need to meet face to face. All communications

11
 are in writing, Experts are invited to put their opinions. Replies are
gathered and summarized.
Merits are- Eliminate interpersonal problems
Use of experts’ opinions
Diversity and quantity of ideas generated
Accuracy of forecasting-these are made available
(d) Dialectic decision method= A compromise between two or more
competing proposals. Pros and cons are analyzed, better understanding is
reached after analyzing all alternatives. Both/all agree.

 Guide lines for effective groups:

Distribute the agenda and background material in advance, clarify the objective
Compose the group appropriately,
Encourage the expression of minority viewpoints,
Separate ideas generation from evaluation process,
Make assumptions explicits,
Legitimize questioning attitudes,
Control irrelevant discussions,
Test the level of support for a decision,
Evaluate the group’s effectiveness and
End on a positive note and assign responsibilities to the respective members of
the committee or group.

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 Power
Power refers to a capacity that some one possesses. With such capacity one A can
influence the behavior of others, B, where B is acting in accordance with A’s
wishes. Here B is dependent of A. A has something that B requires.
So power is a function of dependency.
The greater the dependence of B on A, the greater the power of A expresses.
We, see, leaders achieve goals and power is a means of facilitating their
achievement.

 Bases of Power
(a) Coercive Power- Dependent on fear. One reacts to this power out of fear of
the negative results that might occur if one failed to comply. Power, that is
based on fear. One wants to avoid getting leader angry.
(b) Reward power-People comply with the directives, because of doing so,
produces positive benefits to them. Money, favorable performance appraisal,
Promotion, interesting work assignments, important information, preferred
work sift, areas etc.
(c) Legitimate Power- The person has a right considering his position in the
organization. He receives the results getting done by other as a result of his
position in the formal hierarchy of an organization. Legitimate power is
broader than coerce and reward.
(d) Expert power-Out of expertise, special skill or knowledge he has the ability to
influence others and getting works done.
(e) Referent power- It develops out of admiration of another and desire to like
that person. If you admire some one, he possesses referent power over you.

 The more dependency is created, the more a man is powerful who can influence
the person and enjoy more control over the dependent.
So-dependency is increased when the resource you control is (a) important (b)
scarce & (c) non substitutable.

 Power tactics
Different ways by which individuals translate power bases into specific actions.
Seven tactical dimensions are suggested:
(a) reasons= Use of facts and data to make a logical or rational presentation of
ideas.
(b) Friendliness= Use of flattery, creation of goodwill, acting humble and being
friendly prior to making a request.

13
(c) Coalition= Getting the support of others in the organization to back up the
request.
(d) Bargaining= Use of negotiation through the exchange of benefits or favours.
(e) Assertiveness= Use of a direct and forceful approach, demanding compliance
with request, ordering people to do what is asked, pointing out that rules
require compliance.
(f) Higher authority= Gaining the support of higher levels in the organization to
back up requests.
(g) Suctions= Use of organizationally derived rewards and punishments.

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 Impression Management
A process of which individuals attempt to control the impression of others. They
present themselves to make others more attractive to them and with their
organizations. It is a subject, very recently has gained the attention of O.B
researchers.
Impression Management Techniques:
(a) Conformity= Agreeing with some one’s opinion to gain approval. You are
very right in your plan.
(b) Excuses= Explanation of a predicament creating event aimed at minimizing
the severity of the predicament (non suitable)
(c) Apologies= Admitting responsibility for an undesirable event and
simultaneously seeking to get a pardon.
(d) Acclaiming= Explanation of favorable event to maximize the desirable
implications for oneself.
(e) Flatter= Complimenting others about their virtues in an effort to make
oneself appear.
(f) Favors= Doing something nice for someone to gain that person’s approval.
(g) Association= Enhancing or protecting one’s image by managing information
about people and things with which one is associated.

 Political Behavior
Political behavior in organization are those activities which are not desired or
required normally as part of one’s formal role in the organization. But these
behavior influence or attempt to influence the distribution of advantage or
disadvantages with in the organization.

 Legitimate political behavior:

Normal everyday behavior and politics conducted by executives, officials
managers.
 Illegitimate political behavior:
Some undesired behavior conducted by those officials which violate the implied
rules of the games/organization.
 Defensive behavior:
Defensive behavior is displayed by individual to avoid action, avoid blame
confrontation and change.
Avoid action is done through
Over conforming =Rules clearly state that------
Passing the buck= Transfer responsibility,
Playing dumb=Strategic helplessness, (showing ignorance)
Depersonalization= Distancing from problem,
15
Stretching = Prolonging the task,
Stalling=A foot dragging tactic/Stop/Discontinue etc.

Avoid blame is done through Avoid change through

Buffing, playing, safe, Justifying, Resisting Chan

Scapegoating, Misrepresenting,
Protecting turf
Escalating of commitment

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 Conflict
Conflict is a process that begins when a party perceives that other party has
negatively affected or is about to negatively affect something that the party
cares about.
An interaction crosses over, which generates interparty conflict. It encompasses
the wide range of conflicts that people experience in organizations. There
happens incompatibility of goals, difference over interpretations of facts,
disagreements based on behavioral expectations etc.
 Different views of conflict
(a) The Traditional view (1930-1940)
The early approach to conflict assumed that all conflicts were bad. They
resulted malfunctioning. They were viewed negatively. It was harmful,
dysfunctional outcomes take place out of poor communication a lack of
openness and trust between employees, so conflicts are to be avoided.
(b) The Human Relations View (1940-1970)
The human relations position argued that conflict was a natural occurrence
in all groups and organizations. Conflicts were inevitable.
Human relation school advocated the acceptance of conflict, they admitted
their existence. They said it can’t be eliminated, they more suggested-there
are even sometimes when conflict may benefit a group’s performance/bring
output.
(c) The Interactionist View
While the human relations approach accepted conflict, the interactionist
approach encourages conflict on the grounds that a harmonious, peaceful
and cooperative group is prone to becoming static, apathetic and non
responsive to needs for change and innovation.
Major contribution is that it encourages group leaders to maintain a
minimum level of conflict to keep their group viable, self critical and self-
creative. (Making/Taking the positive tone.)
Conflict is Judged, based on its functional and dysfunctions outcomes.
 Functional outcomes
Organizational decision making may be improved. Alternative solutions to a
problem may be found. People may be forced to search for new approaches.
Conflict may lead to synergistic solutions to common problems. People may be
required to articulate and clarify their position. Conflict may stimulate
innovation, Creativity and Growth. Individual and group performance may be
enhanced. conflict brings more outcome in the areas where personality, merit &
individual’s intelligence are required than those of routine works.

17
 Dysfunctional outcomes
Conflict may cause stress and job burnout,
Communication between employees may be reduced/stopped
A climate of distrust and suspicion can develop between employees
Job satisfaction and performance may be reduced,
Resistance to change can increase by the people working in the organization
Organizational commitment and loyalty may be affected.
 Sources/Types of conflict:
(a) Affective conflict/Psychological conflict;
When two parties are trying to solve a problem together , become aware that
their feelings and emotions regarding some or all the issues are incompatible
between them.
(b) Conflict of interest;
When there exists a difference of preferences of the two parties. Allocation
of scare resource, Both the managers want to be promoted to a next higher
grade but position is one.
(c) Conflict of values;
Two officials differ in their ideologies on certain issues. Ideological
disagreement. Two different views on (compensatory hiring policy). One
offer/other reject .
(d) Cognitive Conflict; (knowledge apprehension)
While trying to solve a problem, they come to know that their thought,
process, perceptions, Judgment polices, ideas are incongruent- (It may
happen inconsistent inferences from same.
(e) Goal Conflict;
Two different views by two executives on their preferred outcome
maximization of wealth and maximization of profit.

(f) Substantive conflict;

They disagree on their task or content issues, they differ with their basic
issues, they differ with the solution process, facts, method of
accomplishment of goal etc.
(g) Realistic Vs Non realistic conflict:
Incompatibilities between rational content, task, goals, values means and
ends etc.
When conflicts arise out of hostility, ignorance, error etc.
Intrinsic and extrinsic conflict.
Real and Induced conflict.
(h) Institutionalized Vs non institutionalized conflict:

18
 Actors follow explicit rules of organization. Line Vs staff, Labour Vs
Management.
(i) Retributive conflict:
One considers to punish the other, one wants to get his desire implemented
at the cost of other.
(j) Misattributed conflict:
Wrongly judged and perceived and latter on engaged in conflict. (cut in
budget by higher officials) may be misinterpreted.
(k) Displaced conflict:
Argue over secondary and not major issues. For nothing.
 Conflict Management Techniques
Conflict resolution techniques:
Problem solving= Eliminate problems through open discussion arranging a
sit together face to face.
Super ordinate goal= Management should create a shared goal that cannot be
attained without the cooperation of each of the conflicting
parties.
Expansion of resources= When there exists a conflict which is taken birth out
of any crisis like-money, promotion opportunities, office
space etc- the management try to create more resources to
solve the crisis.
Avoidance= Playing down the differences while emphasizing the
common interests between conflicting parties.
Compromise= Each party to the conflict gives up something of value.
Authoritative command=Management uses their formal authority to resolve the
conflict and then communicates its behavior to the parties
involved.
Altering the human variable= Using behavioral change techniques, enhancing
human relations, training to alter attitudes and behaviors
which caused conflict.
Altering the structural variables= Through job redesign, transfer, creation of
coordination between position etc.
Conflict stimulation techniques:

communication = Using ambiguous or threatening messages to increase

conflict levels.
Bringing in outsiders = Adding some employees to a group whose
backgrounds, values, attitudes, managerial styles etc differ
form those of present members. This will intensify the
conflicting situation.
Restructuring the organization= After realizing work groups, after making
some rules alteration, reforming regulations, increasing

19
 interdependence and making similar structural changes to
disrupt the ego/status of the conflicting personnel.
Appointing a devil’s advocate= Designating someone to make criticism/
critic purposely to argue against the majority positions
held by the group.

20
 Managing Change/Change Management
What is work change?
Work change is any sort of change, alteration and restructure that takes place in
the work environment.
This change in the organization transforms the old into a new equilibrium and
get the employees adjusted to a new location. There arise human and technical
problem. It may lead to pressures and conflicts. Employees become dissatisfied.
While finding new equilibrium in their social structure, they interact within
themselves, they learn how to deal, how to perform, what to expect next-then
they are adjusted subsequently. Untill reaching equilibrium-Managers search a
better fit between organization and environment, in such a transition we find two
roles of employees: Proactive and Reactive roles.
Proactive- anticipate events, initiate change, taking control of their destinies.
Reactive- responding to events, adapting to changes, tempering the
consequences of changes made by the authority.

Changes affect economic position, competition, pace of technological changes

etc. Mangers try to manage their human resources back to a settled position as
quick as possible for better functioning in the organization.

 Resistance to change
Employees usually express their behavior to resist the above changes. They
discredit the change, make delay, prevent to implement, they think-this
threatens their needs for security, social interaction, status/self esteem. More
they show complaints, absenteeism, Sabotage, work slowdowns etc taka place
in the organization.

 Reasons for resistance

Firstly, employees may not feel comfortable with the nature of the change it
self. It may violate their moral belief system, they may believe the decision may
technically incorrect or they may simply be reluctant to exchange the comfort of
certainty and familiarity for uncertainty
Secondly, results from the method by which change is introduced they may
resent having being ill informed, they may think not to involve in the change
process. Employees may intensify their resistance if they disagree with both of
the above.
 Types of resistance
Logical, rational objections
Time is required to adjust
Extra effort to relearn
Skill down grading
21
 Economic cost of change
Questioned technical feasibility of change

Psychological, emotional attitudes

Fear of the unknown
Low tolerance of change
Dislike of management or other change agent
Lack of trust in others
Need for security, desire for status etc.

 Sociological Factors; group interests

Political coalitions
Opposing group values
Narrow outlook
vested interests
Desire to retain existing friendships.

 Why changes are there?

(a) Economic condition which may affect supply/demand for capital, labour,
raw material, management knowledge,
(b) Technological development-existing method becomes obsolete,
(c) Consumer preferences and tastes, pace of market competition,
(d) Labour market environment (more advanced),
(e) Political climate,
(f) Composition of the unions,
(g) Govt’. role in regulating business,

 Three Stages in change

(a) Unfreezing= Old ideas and practices are needed to be turned, so that new
ones can be installed make clear of all.
(b) Change=Time of confusion, disorientation, overload, changed steps bring
hope, discovery, excitement.
(c) Refreezing= What have learned is now integrated into actual practice.

Resistance to change can be reduced by helping employees to recognize the

need for each change and to participate in it and gain from it. Five guides are for
management people to undertake responsible change in organizations:
(1) Make only necessary and useful change, avoid unnecessary change.
(2) Change by evolution, not by revolution (gradually, not dramatically)

22
(3) Recognize the possible effects of change, introduce it with adequate attention
to human needs.
(4) Share the benefits of change with employees
(5) Diagnose the problems remaining after a change occurs, and treat them
carefully.
Changes have costs as well as benefits, both must be considered to determine
net effects.

23
 Stress and Counseling
It is general term applied to the pressures people feel in life. It is almost
inevitable in many job. When pressures begin to build up, it can cause adverse
strain on one’s emotions, thought process and physical condition. When stress
becomes excessive, employee develop various symptoms of stress which can
harm their position/performance/health and even threaten their ability to cope
with the environment. They become nervous which provoke to anger and are
unable to relax. They become non cooperative, use alcohol become addicted. It
also leads to physical disorder and more.
So, stress should be kept at a low level, so that most of us can tolerate it without
any disorders.

 Symptoms of stress
High blood pressure
Nervousness and Tension
Chronic worry
Inability to relax
Excessive use of alcohol, drugs
Problems with sleep
Non cooperative attitude
Feeling of inability to cope
Emotional instability
Digestive problem

 Extreme forms of stress

Burnout- A situation where employees are emotionally exhausted, become
detached from their work place. feel unable to accomplish their goals.
Trauma- It occurs following close involvement with an organizational crisis or
dramatic employee abuse by the employees.
Post traumatic stress disorder = (accidental happenings)
Work place trauma= harassment/wrong decision/long layoffs

24
 Conditions that tend to cause stress are called Stressors.
(Stressors are)

 Work overload
 Time pressures
 Poor Quality of supervision
 Insecure political climate
 Inadequate authority to match responsibility
 Role conflict & ambiguity
 Difference of values (employer/employee)
 Major unusual change
 Frustration.

Stress threshold: The level of stressors that, one can tolerate before negative
feelings of stress occurs and adversely affect performances.
Low & high threshold are there. Prolonged and major stressor is negatively
affect employees’ performance.

 Stress Management
By 3 ways:
(a) Prevent/control: Improving managerial communication skills, empowerment
through participation, redesign through organizational attempts-all for
reducing or eliminating stressor.
(b) Escape: requesting transfer, alternative appointment, early retirement etc.
(c) cope: extend cooperative approach, social support, meditation, personal
wellness etc.

 Counseling is a discussion of a problem that usually has emotional content with

an employee in order to help the employee cope with it better. It seeks to
improve employee mental health, good mental health means that people feel-
comfortable about themselves, right about other people and able to meet the
demand of life.

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 Functions of counseling:
Advice= Tell a person what you think should be done
Reassurance= Give a person courage and confidence to face problem
Communication=Provide information and understanding
Release of emotional tension= Help a person feel more free of tensions
Clarified thinking=Encouraging more coherent, rational thought
Reorientation=Encourage an internal change in goals and values.

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