Chapter10
10
Organizational Change
and Stress Management
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
2005
2005 Prentice
Prentice Hall
Hall Inc.
Inc.
All
rights
reserved.
All rights reserved.
E D I T I O N
W W W . P R E N H AL L . C O M / R O B B I N S
PowerPoint
PowerPoint Presentation
by
by Charlie
Charlie Cook
Cook
Forces
Forces for
for Change
Change
Force
Examples
Technology
Economic shocks
Competition
Global competitors
Mergers and consolidations
Growth of e-commerce
Social trends
World politics
IraqU.S. war
Opening of markets in China
War on terrorism following 9/11/01
Managing
Managing Planned
Planned Change
Change
Change
Making things
different.
Planned Change
Activities that are
intentional and goal
oriented.
Change Agents
Persons who act as
catalysts and assume
the responsibility for
managing change
activities.
Goals
Goalsof
ofPlanned
Planned
Change:
Change:
Improving
Improvingthe
theability
abilityof
of
the
theorganization
organizationto
to
adapt
adaptto
tochanges
changesininits
its
environment.
environment.
Changing
Changingthe
thebehavior
behavior
of
ofindividuals
individualsand
and
groups
groupsininthe
the
organization.
organization.
183
Sources
Sources of
of Individual
Individual Resistance
Resistance to
to Change
Change
E X H I B I T 182
E X H I B I T 182
2005 Prentice Hall Inc. All rights reserved.
184
Sources
Sources of
of Organizational
Organizational Resistance
Resistance to
to
Change
Change
E X H I B I T 182 (contd)
E X H I B I T 182 (contd)
2005 Prentice Hall Inc. All rights reserved.
185
Overcoming
Overcoming Resistance
Resistance to
to Change
Change
Tactics
Tacticsfor
fordealing
dealingwith
withresistance
resistance
to
tochange:
change:
Education
Educationand
andcommunication
communication
Participation
Participation
Facilitation
Facilitationand
andsupport
support
Negotiation
Negotiation
Manipulation
Manipulationand
andcooptation
cooptation
Coercion
Coercion
186
The
The Politics
Politics of
of Change
Change
Impetus for change is likely to come from outside
change agents.
Internal change agents are most threatened by
their loss of status in the organization.
Long-time power holders tend to implement only
incremental change.
The outcomes of power struggles in the
organization will determine the speed and quality
of change.
187
Lewins
Lewins Three-Step
Three-Step Change
Change Model
Model
Unfreezing
Refreezing
Stabilizing a change
intervention by balancing
driving and restraining forces.
Driving Forces
Restraining Forces
188
Organizational
Organizational Development
Development Techniques
Techniques
Appreciative Inquiry
Seeks to identify the unique qualities and
special strengths of an organization, which
can then be built on to improve performance.
Appreciative
AppreciativeInquiry
Inquiry(AI):
(AI):
Discovery:
Discovery:recalling
recallingthe
thestrengths
strengthsof
ofthe
theorganization.
organization.
Dreaming:
Dreaming:speculation
speculationon
onthe
thefuture
futureof
ofthe
the
organization.
organization.
Design:
Design:finding
findingaacommon
commonvision.
vision.
Destiny:
Destiny:deciding
decidinghow
howto
tofulfill
fulfillthe
thedream.
dream.
Contemporary
Contemporary Change
Change Issues
Issues For
For Todays
Todays
Managers
Managers
How are changes in technology affecting the
work lives of employees?
What can managers do to help their organizations
become more innovative?
How do managers create organizations that
continually learn and adapt?
Is managing change culture-bound?
1810
Technology
Technology in
in the
the Workplace
Workplace
Continuous Improvement Processes
Good isnt good enough.
Focus is on constantly reducing the variability in
the organizational processes to produce more
uniform products and services.
Lowers costs and raises quality.
Increases customer satisfaction.
Organizational impact
Additional stress on employees to constantly excel.
Requires constant change in organization.
1811
Technology
Technology in
in the
the Workplace
Workplace
Process Reengineering
Starting all over
Rethinking and redesigning organizational
processes to produce more uniform products
and services.
Identifying the organizations distinctive competencies
what it does best.
Assessing core processes that add value to the
organizations distinctive competencies.
Reorganizing horizontally by process using crossfunctional and self-managed teams.
1812
Too
Too Much
Much Work,
Work, Too
Too Little
Little Time
Time
With companies downsizing workers, those who
remain find their jobs are demanding increasing
amounts of time and energy. A national sample of
U.S. employees finds that they:
Feel overworked
54%
55%
59%
56%
45%
E X H I B I T 187
E X H I B I T 187
1813
Work
Work Stress
Stress and
and Its
Its Management
Management
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.
1814
Work
Work Stress
Stress and
and Its
Its Management
Management
Constraints
Forces that prevent
individuals from doing what
they desire.
Demands
The loss of
something desired.
1815
Potential
Potential Sources
Sources of
of Stress
Stress
Environmental Factors
Economic uncertainties of the business cycle
Political uncertainties of political systems
Technological uncertainties of technical
innovations
Terrorism in threats to physical safety and
security
1816
Potential
Potential Sources
Sources of
of Stress
Stress
Organizational Factors
Task demands related to the job
Role demands of functioning in an organization
Interpersonal demands created by other
employees
Organizational structure (rules and regulations)
Organizational leadership (managerial style)
Organizations life stage (growth, stability, or
decline)
1817
Potential
Potential Sources
Sources of
of Stress
Stress (contd)
(contd)
Individual Factors
Family and personal relationships
Economic problems from exceeding earning
capacity
Personality problems arising for basic disposition
Individual Differences
Perceptual variations of how reality will affect
the individuals future.
Greater job experience moderates stress effects.
Social support buffers job stress.
Internal locus of control lowers perceived job
stress.
Strong feelings of self-efficacy reduce reactions
2005 Prentice Hall Inc. All rights reserved.
1818
to job stress.
Consequences
Consequences of
of Stress
Stress
High
High Levels
Levels
of
of Stress
Stress
Physiological
Physiological
Symptoms
Symptoms
Psychological
Psychological
Symptoms
Symptoms
Behavioral
Behavioral
Symptoms
Symptoms
1819
AAModel
Model of
of Stress
Stress
Inverted-U
Inverted-U Relationship
Relationship between
between Stress
Stress and
and
Job
Job Performance
Performance
E X H I B I T 1810
E X H I B I T 1810
2005 Prentice Hall Inc. All rights reserved.
1821
Managing
Managing Stress
Stress
Individual Approaches
1822
Managing
Managing Stress
Stress
Organizational Approaches
1823