obcl13_18

Robbins & JudgeOrganizational Behavior13th EditionChapter 19: Organizational Change and Stress ManagementStudent Study SlideshowBob StretchSouthwestern College19-* 2009 Prentice-Hall Inc. All rights reserved.

2009 Prentice-Hall Inc. All rights reserved.

Chapter Learning ObjectivesAfter studying this chapter, you should be able to:Identify forces that act as stimulants to change, and contrast planned and unplanned change.List the forces for resistance to change.Compare the four main approaches to managing organizational change.Demonstrate two ways of creating a culture for change.Define stress and identify its potential sources.Identify the consequences of stress.Contrast the individual and organizational approaches to managing stress.Explain global differences in organizational change and work stress.19-* 2009 Prentice-Hall Inc. All rights reserved.


Forces for ChangeNature of the WorkforceGreater diversityTechnologyFaster, cheaper, more mobileEconomic ShocksMortgage meltdownCompetitionGlobal marketplaceSocial TrendsBaby boom retirementsWorld PoliticsIraq War and the opening of China

Exhibit 19-1 2009 Prentice-Hall Inc. All rights reserved.19-*


Planned ChangeChangeMaking things differentPlanned ChangeActivities that are proactive and purposeful: an intentional, goal-oriented activityGoals of Planned ChangeImproving the ability of the organization to adapt to changes in its environmentChanging employee behaviorChange AgentsPersons who act as catalysts and assume the responsibility for managing change activities

2009 Prentice-Hall Inc. All rights reserved.19-*


Resistance to ChangeResistance to change appears to be a natural and positive stateForms of Resistance to Change:Overt and ImmediateVoicing complaints, engaging in job actionsImplicit and DeferredLoss of employee loyalty and motivation, increased errors or mistakes, increased absenteeismDeferred resistance clouds the link between source and reaction 2009 Prentice-Hall Inc. All rights reserved.19-*


Sources of Resistance to ChangeIndividualHabit, security, economic factors, fear of the unknown, and selective information processingOrganizationalStructural inertia, limited focus of change, group inertia, threat to expertise, threat to established power relationships and resource allocations



Tactics for Overcoming Resistance to ChangeEducation and CommunicationShow those affected the logic behind the changeParticipationParticipation in the decision process lessens resistanceBuilding Support and CommitmentCounseling, therapy, or new-skills trainingImplementing Change FairlyBe consistent and procedurally fairManipulation and CooptationSpinning the message to gain cooperationSelecting people who accept changeHire people who enjoy change in the first placeCoercionDirect threats and force



The Politics of ChangeImpetus 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.



Lewins Three-Step Change ModelUnfreezingChange efforts to overcome the pressures of both individual resistance and group conformityMovementMake the changesRefreezingStabilizing a change intervention by balancing driving and restraining forcesExhibit 19-3 2009 Prentice-Hall Inc. All rights reserved.19-*


Lewin: Unfreezing the Status QuoDriving ForcesForces that direct behavior away from the status quoRestraining ForcesForces that hinder movement from the existing equilibrium



Kotters Eight-Step PlanBuilds from Lewins ModelTo implement change:Establish a sense of urgencyForm a coalition Create a new visionCommunicate the vision Empower others by removing barriersCreate and reward short-term winsConsolidate, reassess, and adjustReinforce the changes Exhibit 19-5

2009 Prentice-Hall Inc. All rights reserved.19-*UnfreezingMovement Refreezing


Action ResearchA change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicatesProcess steps:DiagnosisAnalysisFeedbackActionEvaluationAction research benefits:Problem-focused rather than solution-centeredHeavy employee involvement reduces resistance to change 2009 Prentice-Hall Inc. All rights reserved.19-*


Organizational DevelopmentOrganizational Development (OD)A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-beingOD ValuesRespect for peopleTrust and supportPower equalizationConfrontationParticipation



Six OD TechniquesSensitivity TrainingTraining groups (T-groups) that seek to change behavior through unstructured group interactionProvides increased awareness of others and selfIncreases empathy with others, listening skills, openness, and tolerance for othersSurvey Feedback ApproachThe use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggestedProcess 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.



Six OD Techniques (Continued)Team BuildingHigh interaction among team members to increase trust and opennessIntergroup DevelopmentOD efforts to change the attitudes, stereotypes, and perceptions that groups have of each otherAppreciative InquirySeeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performanceDiscovery: Recalling the strengths of the organizationDreaming: Speculation on the future of the organizationDesign: Finding a common visionDestiny: Deciding how to fulfill the dream 2009 Prentice-Hall Inc. All rights reserved.19-*


Creating a Culture for Change: InnovationStimulating a Culture of InnovationInnovation: a new idea applied to initiating or improving a product, process, or serviceSources of Innovation:Structural variables: organic structuresLong-tenured managementSlack resourcesInterunit communicationIdea Champions: Individuals who actively promote the innovation



Creating a Culture for Change: LearningLearning OrganizationAn organization that has developed the continuous capacity to adapt and changeLearning TypesSingle-Loop: errors are corrected using past routinesDouble-Loop: errors are corrected by modifying routinesCharacteristics Holds a shared visionDiscards old ways of thinkingViews organization as system of relationshipsCommunicates openlyWorks together to achieve shared vision



Creating a Learning OrganizationOvercomes traditional organization problems:FragmentationCompetitionReactiveness

Manage Learning by:Establishing a strategyRedesigning the organizations structureFlatten structure and increase cross-functional activitiesReshaping the organizations cultureReward risk-taking and intelligent mistakes



Work StressStressA 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 importantTypes of StressChallenge StressorsStress associated with workload, pressure to complete tasks, and time urgencyHindrance StressorsStress that keeps you from reaching your goals, such as red tapeCause greater harm than challenge stressorsExhibit 19-7 2009 Prentice-Hall Inc. All rights reserved.19-*


Demands-Resources Model of StressDemandsResponsibilities, pressures, obligations, and uncertainties in the workplaceResourcesThings within an individuals control that can be used to resolve demandsAdequate resources help reduce the stressful nature of demandsModel of StressExhibit 19-8 2009 Prentice-Hall Inc. All rights reserved.19-*


Potential Sources of Stress Environmental FactorsEconomic uncertainties of the business cyclePolitical uncertainties of political systemsTechnological uncertainties of technical innovationsOrganizational FactorsTask demands related to the jobRole demands of functioning in an organizationInterpersonal demands created by other employeesPersonal FactorsFamily and personal relationshipsEconomic problems from exceeding earning capacityPersonality problems arising from basic disposition 2009 Prentice-Hall Inc. All rights reserved.19-*


Consequences of StressStressors are additive: high levels of stress can lead to the following symptomsPhysiologicalBlood pressure, headaches, strokePsychological Dissatisfaction, tension, anxiety, irritability, boredom, and procrastinationGreatest when roles are unclear in the presence of conflicting demandsBehavioralChanges in job behaviors, increased smoking or drinking, different eating habits, rapid speech, fidgeting, sleep disorders



Not All Stress Is BadSome level of stress can increase productivityToo little or too much stress will reduce performanceThis model is not empirically supported



Managing StressIndividual ApproachesImplementing time managementIncreasing physical exerciseRelaxation trainingExpanding social support networkOrganizational ApproachesImproved personnel selection and job placementTrainingUse of realistic goal settingRedesigning of jobsIncreased employee involvementImproved organizational communicationOffering employee sabbaticalsEstablishment of corporate wellness programs



Global ImplicationsOrganizational ChangeCulture varies peoples belief in the possibility of changeTime orientation will affect implementation of changeReliance on tradition can increase resistance to changePower distance can modify implementation methodsIdea champions act differently in different cultures

StressJob conditions that cause stress vary across culturesStress itself is bad for everyoneHaving friends and family can reduce stress 2009 Prentice-Hall Inc. All rights reserved.19-*


Summary and Managerial ImplicationsOrganizations and the individuals within them must undergo dynamic changeManagers are change agents and modifiers of organizational cultureStress can be good or bad for employeesDespite possible improvements in job performance caused by stress, such improvements come at the cost of increased job dissatisfaction



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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

obcl13_18

Documents

organizational change

unplanned change

change activities

limited focus of change

sources of resistance

overcoming resistance

work stress

consequences of stress