Essentials of

Organizational Behavior
13e
Stephen P. Robbins & Timothy A. Judge

Chapter 5

Personality and Values

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Chapter 17

Organizational Change
and Stress Management

Copyright 2016 Pearson Education, Inc.

 After studying this chapter
you should be able to:
1. Identify forces that act as stimulants to change.
2. Describe the sources of resistance to change.
3. Compare the three main approaches to managing
organizational change.
4. Demonstrate two ways of creating a culture for
change.
5. Identify the potential sources and consequences
of stress, and describe techniques for managing
stress.

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 Forces For Change

Nature of the workforce

Technology
Economic shocks
Competition
Social trends
World politics

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Resistance to Change

People tend to resist change,

even in the face of evidence of its
benefits
Can be positive if it leads to open
discussion and debate
Remember, not all change is
good
Change agents need to carefully
think through the implications
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 Sources of Resistance

Individual Organizational
Habit Structural inertia
Security Limited focus of change
Economic factors Group inertia
Fear of the unknown Threat to expertise
Selective information Threat to established
processing power relationships and
resource allocations

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 Overcoming
Resistance to Change
1. Education and communication
2. Participation
3. Building support and commitment
4. Developing positive relationships
5. Implementing changes fairly
6. Manipulation and cooptation
7. Selecting people who accept change
8. Coercion
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Approaches to Managing
Organizational Change

Lewins Three-Step Model of

Change
Kotters Eight-Step Model of the
Change Process
Organizational Development

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Lewins Three-Step Model

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Unfreezing the Status Quo

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 Kotters Eight-Step Plan

1. Create urgency 5. Empower others

2. Form coalition 6. Reward wins
3. Create new vision 7. Consolidate
4. Communicate the improvements
vision
Movement Refreezing

Unfreezing 8. Reinforce the change

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Organizational Development

Organizational development:
A collection of change methods that try
to improve organizational effectiveness
and employee well-being
Based on humanistic-democratic values
Respect for people
Trust and support
Power equalization
Confrontation
Participation
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 OD Interventions
1. Survey Feedback
Gathering data and acting on it
2. Process Consultation
Using outside consultants
3. Team Building
Increase trust and openness
4. Intergroup Development
Change attitudes, stereotypes, and perceptions
5. Appreciative Inquiry
Discovering what the organization does right
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 Stimulating a
Culture of Innovation
Innovation: A new idea applied to
initiating or improving a product, process,
or service
Sources of innovation include:
Structure
Culture
Human resources

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 Idea Champions

Idea champions: Managers who

actively and enthusiastically promote
an idea, build support, overcome
resistance, and ensure that innovation
is implemented
Have high self-confidence, persistence,
energy, and acceptance of risk
Use inspiration and vision to gain
commitment
Have decision-making discretion
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 Work Stress
Stress: A dynamic condition in which
an individual is confronted with an
opportunity, demand, or resource
related to what is desired and for which
the outcome is perceived to be both
uncertain and important

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 Types of Work Stress

Challenge Stress: associated with

workload, pressure to complete tasks,
and time urgency
Can be positive
Hindrance Stress: comes from
obstacles to achieving goals
Mostly negative
Usually stress is associated with
demands and resources
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Consequences of Stress

Physiological symptoms

Psychological symptoms

Behavioral symptoms

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 Managing Stress
Organizational Individual
Employee selection Time
Training management
Goal-setting Physical activity
programs Relaxation
Job redesign techniques
Organizational Social support
communication network
Wellness programs
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 Implications for Managers
You are a change agent for your organization. The
decisions that you make and your role-modeling will help
shape the organizations change culture.
Your management policies and practices will determine
the degree to which the organization learns and adapts to
changing environmental factors.
Some stress is good.
You can help alleviate harmful workplace stress for you
and any employees you supervise by accurately matching
workloads to employees, providing employees with stress-
coping resources, and responding to their concerns.
You can identify extreme stress when performance
declines, turnover increases, health-related absenteeism
increases, and engagement declines. Stay alert for early
indicators and be proactive.
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 Keep in Mind

Organizations and their members

tend to resist change
It is unlikely that any one approach
to managing change is best in every
situation
Change is often stressful, but not all
stress is harmful

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 Summary

1. Identified forces that act as stimulants to change.

2. Described the sources of resistance to change.
3. Compared the four main approaches to managing
organizational change.
4. Demonstrated two ways to create a culture of
change.
5. Identified the potential sources and consequences
of stress, and described techniques for managing
stress.

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