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Organizational Behavior: Organizational Change and Stress Management

The document discusses organizational change and stress management. It covers forces that drive organizational change, types of planned change, and models of the change process. It also addresses sources and consequences of work stress, as well as individual and organizational approaches to managing stress.

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shital_vyas1987
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55 views

Organizational Behavior: Organizational Change and Stress Management

The document discusses organizational change and stress management. It covers forces that drive organizational change, types of planned change, and models of the change process. It also addresses sources and consequences of work stress, as well as individual and organizational approaches to managing stress.

Uploaded by

shital_vyas1987
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 26

Robbins & Judge

Organizational Behavior
13th Edition

Organizational Change and Stress Management


Bob Stretch
Southwestern College

19-0

Forces for Change


Nature of the Workforce
Greater diversity

Technology
Faster, cheaper, more mobile

Economic Shocks
Mortgage meltdown

Competition
Global marketplace

Social Trends
Baby boom retirements

World Politics
Iraq War and the opening of China
19-1

Planned Change
Change
Making things different

Planned Change
Activities that are proactive and purposeful: an intentional, goal-oriented activity Goals of planned change
Improving the ability of the organization to adapt to changes in its environment Changing employee behavior

Change Agents
Persons who act as catalysts and assume the responsibility for managing change activities
19-2

Resistance to 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

19-3

Sources of Resistance to Change

19-4

Tactics for Overcoming Resistance to Change


Education and Communication
Show those effected the logic behind the change

Participation
Participation in the decision process lessens resistance

Building Support and Commitment


Counseling, therapy, or new-skills training

Implementing Change Fairly


Be consistent and procedurally fair

Manipulation and Cooptation


Spinning the message to gain cooperation

Selecting people who accept change


Hire people who enjoy change in the first place

Coercion
Direct threats and force
19-5

The Politics of Change


Impetus for change is likely to come from outside change agents, new employees, or managers outside the main power structure. Internal change agents are most threatened by their loss of status in the organization. Long-time power holders tend to implement incremental but not radical change.

The outcomes of power struggles in the organization will determine the speed and quality of change.
19-6

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

Unfreeze

Move

Refreeze
E X H I B I T 19-3

2009 Prentice-Hall Inc. All rights reserved.

19-7

Lewin: Unfreezing the Status Quo


Driving Forces
Forces that direct behavior away from the status quo

Restraining Forces
Forces that hinder movement from the existing equilibrium

19-8

Kotters Eight-Step Plan


Builds from Lewins Model

To implement change:
1. 2. 3. 4. 5. 6. 7. 8. Establish a sense of urgency Form a coalition Create a new vision Communicate the vision Empower others by removing barriers Create and reward short-term wins Consolidate, reassess, and adjust Reinforce the changes Unfreezing

Movement Refreezing

19-9

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

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

Action research benefits:


Problem-focused rather than solution-centered Heavy employee involvement reduces resistance to change

19-10

Organizational Development
Organizational Development (OD)
A collection of planned interventions, built on humanisticdemocratic values, that seeks to improve organizational effectiveness and employee well-being

OD Values
Respect for people Trust and support Power equalization Confrontation Participation

19-11

Six OD Techniques
1. 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, 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 on around the client, within the client, and between the client and other people; identifies processes that need improvement.

19-12

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
Seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance
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
19-13

Creating a Culture for Change: Innovation


1. Stimulating a Culture of 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

Idea Champions: Individuals who actively promote the innovation

19-14

Creating a Culture for Change: Learning


2. Learning Organization
An organization that has developed the continuous capacity to adapt and change Learning Types
Single-Loop: errors are corrected using past routines Double-Loop: errors are corrected by modifying routines

Characteristics
Holds a shared vision Discards old ways of thinking Views organization as system of relationships Communicates openly Works together to achieve shared vision

19-15

Creating a Learning Organization


Overcomes traditional organization problems:
Fragmentation Competition Reactiveness

Manage Learning by:


Establishing a strategy Redesigning the organizations structure
Flatten structure and increase cross-functional activities

Reshaping the organizations culture


Reward risk-taking and intelligent mistakes

19-16

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, such as red tape Cause greater harm than challenge stressors

19-17

Demands-Resources Model of Stress


Demands
Responsibilities, pressures, obligations, and uncertainties in the workplace

Resources
Things within an individuals control that can be used to resolve demands

Adequate resources help reduce the stressful nature of demands

19-18

A Model of Stress

19-19

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
19-20

Consequences of Stress
Stressors are additive: high levels of stress can lead to the following symptoms
Physiological
Blood pressure, headaches, stroke

Psychological
Dissatisfaction, tension, anxiety, irritability, boredom, and procrastination Greatest when roles are unclear in the presence of conflicting demands

Behavioral
Changes in job behaviors, increased smoking or drinking, different eating habits, rapid speech, fidgeting, sleep disorders

19-21

Not All Stress Is Bad


Some level of stress can increase productivity Too little or too much stress will reduce performance This model is not empirically supported

E X H I B I T 19-9

19-22

Managing Stress
Individual Approaches
Implementing time management Increasing physical exercise Relaxation training Expanding social support network 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
19-23

Organizational Approaches

Global Implications
Organizational Change
Culture varies peoples belief in the possibility of change Time orientation will affect implementation of change Reliance on tradition can increase resistance to change Power distance can modify implementation methods Idea champions act differently in different cultures

Stress
Job conditions that cause stress vary across cultures Stress itself is bad for everyone Having friends and family can reduce stress

19-24

Summary and Managerial Implications


Organizations and the individuals within them must undergo dynamic change Managers are change agents and modifiers of organizational culture Stress can be good or bad for employees Despite possible improvements in job performance caused by stress, such improvements come at the cost of increased job dissatisfaction

19-25

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