5399 5683 17

Robbins, Judge, and Vohra
Organizational Behavior
14th Edition
Organizational Organizational Change Change and and Stress Stress Management Management
Kelli J. Schutte
William Jewell College Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authori ed adaptation !ro" the #nited $tates edition o! Organizational Behavior, 14e
17-1
Chapter Chapter Learning Learning Objectives Objectives

After 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. E plain glo!al differences in organizational change and wor" stress.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authori ed adaptation !ro" the #nited $tates edition o! Organizational Behavior, 14e
17-2
Forces Forces for for Change Change

!ature of the "or#force
#reater diversity
$echnology
$aster, cheaper, more mo!ile computers and handheld devices
Econo%ic &hoc#s
%ortgage meltdown
'o%petition
#lo!al mar"etplace
&ocial $rends
Environmental awareness and li!eralization of attitudes towards gay, les!ian and transgender employees
"orld (olitics &pening of mar"ets of China

SEE E X H I B I T 17-1 SEE E X H I B I T 17-1 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authori ed adaptation !ro" the #nited $tates edition o! Organizational Behavior, 14e
17-3
Planned Planned Change Change

'hange
%a"ing things different
(lanned 'hange
'n intentional, goal(oriented activity #oals of planned change
) Improving the a!ility of the organization to adapt to changes in its environment ) Changing employee !ehavior
'hange Agents
) *ersons who act as catalysts and assume the responsi!ility for managing change activities
17-4
Resistance Resistance to to Change Change

Resistance to change appears to be a natural and positive reaction to change) *or%s of Resistance to 'hange
&vert and Immediate
) +oicing complaints, engaging in ,o! actions
Implicit and Deferred

) Loss of employee loyalty and motivation, increased errors or mista"es, increased a!senteeism ) Deferred resistance clouds the lin" !etween source and reaction
17-
Sources Sources of of Resistance Resistance to to Change Change
17-!
Tactics Tactics for for Overcoming Overcoming Resistance Resistance to to Change Change
Education and 'o%%unication (articipation
*articipation in the decision process lessens resistance -how those effected the logic !ehind the change
Building &upport and 'o%%it%ent

Counseling, therapy, or new(s"ills training
+%ple%enting 'hange *airly

.e consistent and procedurally fair
,anipulation and 'ooptation

/-pinning0 the message to gain cooperation
&electing people -ho accept change

1ire people who en,oy change in the first place
'oercion
Direct threats and force
17-7
The The Politics Politics of of Change Change

Impetus for change is li"ely to come from e ternal change agents, new employees, or managers outside the main power structure. Internal change agents are most threatened !y their loss of status in the organization. Long(time power holders tend to implement incremental !ut not radical change. 2he outcomes of power struggles in the organization will determine the speed and quality of change.
17-"
Lewins Lewins Three Three Step Step Change Change !odel !odel
.nfreezing
Change efforts to overcome the pressures of !oth individual resistance and group conformity !y increasing the driving force and decreasing the restraining force
,oving
%oving from the status quo to the desired end state
Refreezing
-ta!ilizing a change intervention !y !alancing driving and restraining forces
17-#
Lewin" Lewin" #nfree$ing #nfree$ing the the Status Status %uo %uo
/riving *orces
$orces that direct !ehavior away from the status quo
Restraining *orces
$orces that hinder movement from the e isting equili!rium
E X H I B I T 17-4 E X H I B I T 17-4 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authori ed adaptation !ro" the #nited $tates edition o! Organizational Behavior, 14e
17-1$
&otters &otters 'ight 'ight Step Step Plan Plan

A detailed approach to i%ple%enting change that is built on 0e-in1s three2step %odel $o i%ple%ent change
3. 4. 5. 6. 7. 8. 9. :. Esta!lish a sense of urgency $orm a coalition Create a new vision Communicate the vision Empower others !y removing !arriers Create and reward short(term /wins0 Consolidate, reassess, and ad,ust ;einforce the changes .nfreezing
,ove%ent
Refreezing
SEE E X H I B I T 17SEE E X H I B I T 17-
17-11
(ction (ction Research Research

' change process !ased on systematic collection of data and then selection of a change action !ased on what the analyzed data indicates
(rocess steps
3. Diagnosis 4. 'nalysis 5. $eed!ac" 6. 'ction 7. Evaluation
Action research benefits

*ro!lem(focused rather than solution(centered 1eavy employee involvement reduces resistance to change
17-12
Organi$ational Organi$ational )evelopment )evelopment

Organizational /evelop%ent 3O/4
' collection of planned interventions, !uilt on humanistic( democratic values, that see"s to improve organizational effectiveness and employee well(!eing
O/ Values
;espect for people 2rust and support *ower equalization Confrontation *articipation
17-13
Si* Si* O) O) Techni+ues Techni+ues

1) &ensitivity $raining
2raining groups <2(groups= see" to change !ehavior through unstructured group interaction *rovides increased awareness of others and self Increases empathy with others, listening s"ills, openness, and tolerance for others
5) &urvey *eedbac# Approach

2he use of questionnaires to identify discrepancies among mem!er perceptions> a discussion follows and remedies are suggested
6) (rocess 'onsultation 3('4

' consultant gives a client insights into what is going on around the client, within the client, and !etween the client and other people> identifies processes that need improvement.
17-14
Si* Si* O) O) Techni+ues Techni+ues ,Continued,Continued4) $ea% Building

1igh interaction among team mem!ers to increase trust and openness
7) +ntergroup /evelop%ent
&D efforts to change the attitudes, stereotypes, and perceptions that groups have of each other
7) Appreciative +n8uiry
Instead of loo"ing for pro!lems to fi , appreciative inquiry see"s to identify the unique qualities and special strengths of an organization, which employees can then !uild on to improve performance. 2his process comprises of four steps?
) Discovery? ;ecalling the strengths of the organization ) Dreaming? -peculation on the future of the organization ) Design? $inding a common vision ) Destiny? Deciding how to fulfill the dream Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authori ed adaptation !ro" the #nited $tates edition o! Organizational Behavior, 14e
17-1
Creating Creating a a Culture Culture for for Change" Change" .nnovation .nnovation
1) &ti%ulating a 'ulture of +nnovation
Innovation? a new idea applied to initiating or improving a product, process, or service -ources of Innovation?
) ) ) ) -tructural varia!les? organic structures Long managerial tenure -lac" resources 1igh degree of interunit communication
+dea 'ha%pions? Individuals who actively promote the innovation

17-1!
Creating Creating a a Culture Culture for for Change" Change" Learning Learning
5) 0earning Organization
'n organization that has developed the continuous capacity to adapt and change Characteristics
) ) ) ) ) 1olds a shared vision Discards old ways of thin"ing +iews organization as a system of relationships Communicates openly @or"s together to achieve shared vision
SEE E X H I B I T 17-! SEE E X H I B I T 17-! Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authori ed adaptation !ro" the #nited $tates edition o! Organizational Behavior, 14e
17-17
Creating Creating a a Learning Learning Organi$ation Organi$ation

Overco%es traditional organization proble%s such as
$ragmentation Competition ;eactiveness
,anage 0earning by
Esta!lishing a strategy ;edesigning the organizationAs structure
) $latten structure and increase cross(functional activities
;eshaping the organizationAs culture

) ;eward ris"(ta"ing and intelligent mista"es
17-1"
/or0 /or0 Stress Stress

&tress
' 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 !e !oth uncertain and important
$ypes of &tress
Challenge -tressors
) -tress associated with wor"load, pressure to complete tas"s, and time urgency
1indrance -tressors
) -tress that "eeps you from reaching your goals, such as red tape ) Cause greater harm than challenge stressors
17-1#
)emands )emands Resources Resources !odel !odel of of Stress Stress

/e%ands
;esponsi!ilities, pressures, o!ligations, and uncertainties in the wor"place
Resources
2hings within an individualAs control that can !e used to resolve demands
Ade8uate resources help reduce the stressful nature of de%ands
17-2$
( ( !odel !odel of of Stress Stress
E X H I B I T 17-7 E X H I B I T 17-7 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authori ed adaptation !ro" the #nited $tates edition o! Organizational Behavior, 14e
17-21
Potential Potential Sources Sources of of Stress Stress

Environ%ental *actors
Economic uncertainties due to changes in the !usiness cycle Change in !usiness priorities due to changes in the political scenario 2hreat to manpower requirement due to technological changesBinnovation
Organizational *actors
2as" demands related to the ,o! ;ole demands of functioning in an organization Interpersonal demands created !y other employees
(ersonal *actors
$amily and personal relationships Economic pro!lems from e ceeding earning capacity *ersonality pro!lems arising from !asic disposition
17-22
Conse+uences Conse+uences of of Stress Stress

&tressors are additive high levels of stress can lead to the follo-ing sy%pto%s
*hysiological
) 1igh !lood pressure, headaches, stro"e
*sychological
) Dissatisfaction, tension, an iety, irrita!ility, !oredom, and procrastination ) #reatest when roles are unclear in the presence of conflicting demands
.ehavioral
) Changes in ,o! !ehaviors, increased smo"ing or drin"ing, different eating ha!its, rapid speech, fidgeting, sleep disorders
17-23
1ot 1ot(ll (ll Stress Stress .s .s 2ad" 2ad" The The Proposed Proposed .nverted .nverted # # Relationship Relationship 2etween 2etween Stress Stress and and 3ob 3ob Performance Performance
Cote? 2his model is not empirically supported !ot all stress is bad so%e level of stress can increase productivity $oo little or too %uch stress -ill reduce perfor%ance
E X H I B I T 17-" E X H I B I T 17-" Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authori ed adaptation !ro" the #nited $tates edition o! Organizational Behavior, 14e
17-24
!anaging !anaging Stress Stress

+ndividual Approaches
Implementing time management Increasing physical e ercise ;ela ation training E panding social support networ" Improved personnel selection and ,o! placement 2raining Dse of realistic goal setting ;edesigning ,o!s Increased employee involvement Improved organizational communication &ffering employee sa!!aticals Esta!lishment of corporate wellness programs
17-2
Organizational Approaches
4lobal 4lobal .mplications .mplications

Organizational 'hange
Cultures vary in terms of !eliefs in their a!ility to implement change ' cultureAs time orientation <long(termBshort term= will affect implementation of change ;eliance on tradition can increase resistance to change *ower distance can affect how change is implemented in a culture Idea champions act differently in different cultures
&tress
Eo! conditions that cause stress vary across cultures Evidence suggests that stress is equally !ad for employees of all cultures 1aving friends and family can reduce stress
17-2!
Summar5 Summar5 and and !anagerial !anagerial .mplications .mplications

Organizations and the individuals -ithin the% %ust undergo dyna%ic change ,anagers are change agents and %odifiers of organizational culture &tress can be good or bad for e%ployees /espite possible i%prove%ents in 9ob perfor%ance caused by stress, such i%prove%ents co%e at the cost of increased 9ob dissatisfaction
17-27
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'opyright :5;11 (earson Education, +nc) (ublishing as (rentice <all
17-2"

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Robbins, Judge, and Vohra

Chapter Chapter Learning Learning Objectives Objectives

Forces Forces for for Change Change

"orld (olitics &pening of mar"ets of China

Planned Planned Change Change

Resistance Resistance to to Change Change

Implicit and Deferred

Sources Sources of of Resistance Resistance to to Change Change

Building &upport and 'o%%it%ent

+%ple%enting 'hange *airly

,anipulation and 'ooptation

&electing people -ho accept change

The The Politics Politics of of Change Change

&otters &otters 'ight 'ight Step Step Plan Plan

(ction (ction Research Research

Action research benefits

Organi$ational Organi$ational )evelopment )evelopment

Si* Si* O) O) Techni+ues Techni+ues

5) &urvey *eedbac# Approach

6) (rocess 'onsultation 3('4

Si* Si* O) O) Techni+ues Techni+ues ,Continued,Continued4) $ea% Building

+dea 'ha%pions? Individuals who actively promote the innovation

Creating Creating a a Learning Learning Organi$ation Organi$ation

;eshaping the organizationAs culture

/or0 /or0 Stress Stress

)emands )emands Resources Resources !odel !odel of of Stress Stress

Ade8uate resources help reduce the stressful nature of de%ands

( ( !odel !odel of of Stress Stress

Potential Potential Sources Sources of of Stress Stress

Conse+uences Conse+uences of of Stress Stress

!anaging !anaging Stress Stress

4lobal 4lobal .mplications .mplications

Summar5 Summar5 and and !anagerial !anagerial .mplications .mplications

'opyright :5;11 (earson Education, +nc) (ublishing as (rentice <all

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