organizational behavior 15th ed organizational change and stress management copyright © 2013...

Organizational Behavior15th Ed

Organizational Change

and Stress Management

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 18-1

Robbins and Judge

Chapter

18

Chapter 18 Learning Objectives

After studying this chapter you should be able to:1. Identify forces that act as stimulants to change and

contrast planned and unplanned change.2. Describe the sources of resistance to change.3. Compare the four main approaches to managing

organizational change.4. Demonstrate two ways of creating a culture for change.5. Define stress and identify its potential sources.6. Identify the consequences of stress.7. Contrast the individual and organizational approaches to

managing stress.


Identify forces that act as stimulants to change and contrast

planned and unplanned change


LO 1

Identify forces that act as stimulants to change and contrast

planned and unplanned change

• Planned Change – Some organizations treat all change as an

accidental occurrence; however, change as an intentional, goal-oriented activity is planned change.

– There are two goals of planned change: • Improve the ability of the organization to

adapt to changes in its environment.• Change employee behavior.


LO 1

Describe the sources of resistance to change


LO 2


• Overcome Resistance– Education and Communication– Participation – Building Support and Commitment– Develop Positive Relationships –Manipulation and Cooptation – Selecting People Who Accept Change– Coercion


LO 2


• The Politics of Change– Change threatens the status quo, making it

an inherently political activity.– Politics suggests the impetus for change

is more likely to come from outside change agents, employees new to the organization (who have less invested in the status quo), or managers slightly removed from the main power structure.


LO 2

Compare the four main approaches to managing organizational change

– Lewin’s Three-Step Model (Exhibit 18-3)– Kotter’s Eight-Step Plan for Implementing

Change (Exhibit 18-5)– Action Research – Organizational Development


LO 3



LO 3



LO 3

• Action research is “a change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicate.”

• The process consists of five steps: diagnosis, analysis, feedback, action, and evaluation.

Action research provides at least two specific benefits for an organization:

– problem focus

– Reduction to resistance to change


• Organizational development (OD) is a collection of change methods that try to improve organizational effectiveness and employee well-being.

• The OD methods value human and organizational growth, collaborative and participative processes, and a spirit of inquiry.


LO 3


• The underlying values in most OD efforts: – Respect for people– Trust and support– Power equalization– Confrontation– Participation


LO 3


• The six interventions for change agents are:– Sensitivity training– Survey feedback– Process consultation– Team building– Intergroup development– Appreciative inquiry


LO 3

Demonstrate two ways of creating a culture for change

• We’ve considered how organizations can adapt to change.

• But recently, some OB scholars have focused on a more proactive approach.– How organizations can embrace change by

transforming their cultures.• Two such approaches:– Stimulating an innovative culture and – Creating a learning organization.


LO 4


• Stimulating a Culture of Innovation– Innovation, a more specialized kind of

change, is a new idea applied to initiating or improving a product, process, or services.

– Innovations can range from small incremental improvements, such as netbook computers, to radical breakthroughs, such as Nissan’s electric Leaf car.


LO 4


• Sources of Innovation:– Structural variables are the most studied

potential source of innovation. • Organic structures positively influence

innovation.• Long tenure in management is associated

with innovation. • Innovation is nurtured when there are slack

resources. • Inter-unit communication is high in innovative

organizations. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

18-18

LO 4


• Sources of Innovation:– Innovative organizations tend to have similar

cultures: • They encourage experimentation. • They reward both successes and failures. • They celebrate mistakes.

–Managers in innovative organizations recognize that failures are a natural by-product of venturing into the unknown.


LO 4


• Within the human resources category, innovative organizations actively promote the training and development of their members so they keep current, offer high job security so employees don’t fear getting fired for making mistakes, and encourage individuals to become champions of change.

• Once a new idea is developed, idea champions actively and enthusiastically promote it, build support, overcome resistance, and ensure it’s implemented.Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 18-20

LO 4



LO 4


• What can managers do to make their firms learning organizations?– Establish a strategy. – Redesign the organization’s structure. – Reshape the organization’s culture.


LO 4

Define stress and identify its potential sources


LO 5



LO 5


• Cultural Differences– Research suggests the job conditions that

cause stress show some differences across cultures.


LO 5

Identify the consequences of stress

• Consequences of Stress-Physiological Symptoms–Most early concern with stress was directed at

physiological symptoms because most researchers were specialists in the health and medical sciences.


LO 6


• Consequences of Stress-Psychological Symptoms – Job-related stress and job-related

dissatisfaction. – Job dissatisfaction is “the simplest and most

obvious psychological effect” of stress. –Multiple and conflicting demands increase

stress and dissatisfaction. – The less control people have over the pace of

their work, the greater the stress and dissatisfaction.


LO 6


• Consequences of Stress-Behavioral Symptoms – Research on behavior and stress has been

conducted across several countries and over time, and the relationships appear relatively consistent.

– Behavior-related stress symptoms include reductions in productivity, absence, and turnover, as well as changes in eating habits, increased smoking and/or consumption of alcohol, rapid speech, fidgeting, and sleep disorders. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 18-28

LO 6



LO 6

Contrast the individual and organizational approaches to managing stress

• Managing Stress– Because low to moderate levels of stress can be

functional and lead to higher performance, management may not be concerned when employees experience stress at these levels.

–What management may consider to be “a positive stimulus that keeps the adrenaline running” is very likely to be seen as “excessive pressure” by the employee.


LO 7


• Managing Stress- Individual Approaches – An employee can take personal responsibility

for reducing stress levels. – Individual strategies that have proven effective

include time-management techniques, increased physical exercise, relaxation training, and expanded social support networks.


LO 7


• Stress Causes and Managing Stress- Organizational Approaches– Several organizational factors that cause stress

are controlled by management.– Strategies include improved employee selection

and job placement, training, realistic goal-setting, redesign of jobs, increased employee involvement, improved organizational communication, employee sabbaticals, and corporate wellness programs.


LO 7


• Goal-setting– Goals can reduce stress as well as provide

motivation. – Employees who are highly committed to their

goals and see purpose in their jobs experience less stress.


LO 7


• Redesigning jobs to give employees more responsibility, more meaningful work, more autonomy, and increased feedback can reduce stress because these factors give employees greater control over work activities and lessen dependence on others.


LO 7


• Role stress is detrimental to a large extent because employees feel uncertain about goals, expectations, how they’ll be evaluated, and the like. – Giving employees a voice in management

decisions, can increase employee control and reduce role stress.

–Managers should consider increasing employee involvement in decision making.


LO 7


• Increasing formal organizational communication with employees reduces uncertainty by lessening role ambiguity and role conflict.

• Given the importance that perceptions play in moderating the stress-response relationship, management can also use effective communications as a means to shape employee perceptions.


LO 7


• Some employees need an occasional escape from the frenetic pace of their work.

• These sabbaticals—ranging in length from a few weeks to several months—allow employees to travel, relax, or pursue personal projects that consume time beyond normal vacations.


LO 7


• Organizationally supported wellness programs. – These typically provide workshops to help

people quit smoking, control alcohol use, lose weight, eat better, and develop a regular exercise program; they focus on the employee’s total physical and mental condition.


LO 7

Summary and Implications for Managers

• The need for change has been implied throughout this text.

• Managers are the primary change agents in most organizations. – Cultures of Innovation– Organizational Learning–Work Stress



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Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

organizational behavior 15th ed organizational change and stress management copyright © 2013...

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