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Kelli J. SchutteWilliam Jewell College

Robbins, Judge, and Vohra

Organizational Behavior14th Edition

Organizational Change and

Stress Management

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Chapter Learning 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.

Eplain glo!al differences in organizational change and

wor" stress.


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Forces for 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

17-3

SEE E X H I B I T 17-1

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Planned 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


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Resistance to Change

Resistance to change appears to be a natural and positivereaction 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

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Sources of Resistance to Change

17-!


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Tactics for Overcoming Resistance to

Change Education and 'o%%unication

-how those effected the logic !ehind the change

(articipation

*articipation in the decision process lessens resistance

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 enoy change in the first place

'oercion

Direct threats and force


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The Politics of Change

Impetus for change is li"ely to come from eternalchange agents, new employees, or managers outside themain power structure.

Internal change agents are most threatened !y their lossof 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.

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Lewins ThreeStep Change !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

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Lewin" #nfree$ing the Status %uo

/riving *orces $orces that direct !ehavior away from the status quo

Restraining *orces

$orces that hinder movement from the eisting equili!rium

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E X H I B I T 17-4


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&otters 'ightStep Plan

A detailed approach to i%ple%enting change that isbuilt on 0e-ins three2step %odel

$o i%ple%ent change

3. Esta!lish a sense of urgency4. $orm a coalition

5. Create a new vision

6. Communicate the vision

7. Empower others !y removing !arriers

8. Create and reward short(term /wins0

9. Consolidate, reassess, and adust

:. ;einforce the changes

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SEE E X H I B I T 17-

.nfreezing

ove%ent

Refreezing


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(ction Research

' change process !ased on systematic collection of dataand then selection of a change action !ased on what theanalyzed data indicates

(rocess steps

3. Diagnosis

4. 'nalysis5. $eed!ac"

6. 'ction

7. Evaluation

Action research benefits *ro!lem(focused rather than solution(centered

1eavy employee involvement reduces resistance to change

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Organi$ational )evelopment

Organizational /evelop%ent 3O/ ' 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


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Si* O) Techni+ues

1) &ensitivity $raining

2raining groups a discussion follows and remedies are suggested

6) (rocess 'onsultation 3('

' 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.


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Si* O) Techni+ues ,Continued-

4) $ea% Building

1igh interaction among team mem!ers to increase trust andopenness

7) +ntergroup /evelop%ent

&D efforts to change the attitudes, stereotypes, and

perceptions that groups have of each other7) Appreciative +n8uiry

Instead of loo"ing for pro!lems to fi, appreciative inquirysee"s to identify the unique qualities and special strengths ofan 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 dream17-1Copyright 2012 Dorling Kindersley (India) Pvt. LtdAuthoried adaptation !ro" the #nited $tates edition o! Organizational

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Creating a Culture for Change"

.nnovation

1) &ti%ulating a 'ulture of +nnovation Innovation? a new idea applied to initiating or improvinga 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

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Creating a Culture for Change" Learning

5) 0earning Organization 'n organization that has developed the continuouscapacity 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

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SEE E X H I B I T 17-!



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Creating a Learning 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

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/or0 Stress

&tress

' dynamic condition in which an individual is confrontedwith an opportunity, constraint, or demand related to what heor 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 redtape

) Cause greater harm than challenge stressors

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)emandsResources !odel of 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

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( !odel of Stress

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E X H I B I T 17-7



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Potential Sources of 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 eceeding earning capacity

*ersonality pro!lems arising from !asic disposition

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Conse+uences of 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, aniety, 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



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1ot (ll Stress .s 2ad" The Proposed .nverted#

Relationship 2etween Stress and 3ob

Performance

ote? 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

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E X H I B I T 17-"



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!anaging Stress

+ndividual Approaches

Implementing time management

Increasing physical eercise

;elaation training

Epanding social support networ"

Organizational Approaches Improved personnel selection and o! placement

2raining

se of realistic goal setting

;edesigning o!s

Increased employee involvement Improved organizational communication

&ffering employee sa!!aticals

Esta!lishment of corporate wellness programs



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4lobal .mplications

Organizational 'hange

Cultures vary in terms of !eliefs in their a!ility to implementchange

' cultureAs time orientation

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Summar5 and !anagerial .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



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