po smtr genap 2013 chp.19 change management

8/11/2019 PO Smtr Genap 2013 Chp.19 Change Management

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ORGANIZATIONAL BEHAVIOR

© 2003 Prentice Hall Inc. All rights reserved.



19 –2

Forces for Change



19 –3

Forces for Change (cont’d)



19 –4

Managing Planned Change

Goals of Planned

Change:

Improving the ability of

the organization to adaptto changes in its

environment.

Changing the behavior of

individuals and groups inthe organization.



19 –5

Resistance to Change

Forms of Resistance to Change – Overt and immediate

• Voicing complaints, engaging in job actions

– Implicit and deferred

• Loss of employee loyalty and motivation, increased

errors or mistakes, increased absenteeism



19 –6

Sources of Individual Resistance to Change



19 –7

Sources of Organizational Resistance to

Change



19 –8

Overcoming Resistance to Change

Tactics for dealing with resistance

to change:

• Education and communication

• Participation

• Facilitation and support

• Negotiation

• Manipulation and cooptation

• Coercion



19 –9

The Politics of Change

Impetus for change is likely to come from outsidechange agents.

Internal change agents are most threatened by

their loss of status in the organization.

Long-time power holders tend to implement onlyincremental change.

The outcomes of power struggles in the

organization will determine the speed and quality

of change.



19 –10

Lewin’s Three-Step Change Model



19 –11

Lewin’s Three-Step Change Model

E X H I B I T 19-5



19 –12

Unfreezing the Status Quo

E X H I B I T 19-6



19 –13

Action Research

Process Steps:

1. Diagnosis

2. Analysis

3. Feedback

4. Action

5. Evaluation

Action research benefits:

Problem-focused ratherthan solution-centered.

Heavy employee

involvement reduces

resistance to change.



19 –14

Organizational Development

OD Values:

1. Respect for people

2. Trust and support

3. Power equalization

4. Confrontation

5. Participation



19 –15

Organizational Development Techniques



19 –16


(cont’d)



19 –17


(cont’d)



19 –18


(cont’d)

Team Building Activities:

• Goal and priority

setting.

• Developing

interpersonal relations.

• Role analysis to each

member’s role andresponsibilities.

• Team process analysis.



19 –19


(cont’d)

Intergroup Problem

Solving:

• Groups independently

develop lists ofperceptions.

• Share and discuss

lists.

• Look for causes ofmisperceptions.

• Work to develop

integrative solutions.



19 –20


(cont’d)

Appreciative Inquiry (AI):

• Discovery: recalling

the strengths of the

organization.

• Dreaming: speculation

on the future of the

organization.

• Design: finding acommon vision.

• Destiny: deciding how

to fulfill the dream.



19 –21

Contemporary Change Issues for Today’s

Managers: Stimulating Innovation

Sources of Innovation:

• Structural variables

• Organic structures

• Long-tenuredmanagement

• Slack resources

• Interunit

communication

• Organization’s culture

• Human resources



19 –22


Managers: Creating a Learning Organization

Characteristics:

1. Holds a shared vision

2. Discards old ways ofthinking.

3. Views organization as

system of relationships.

4. Communicates openly.

5. Works together to

achieve shared vision.



19 –23


Managers: Creating a Learning Organization



19 –24

Work Stress and Its Management



19 –25

Work Stress and Its Management



19 –26

Too Much Work, Too Little Time



19 –27

Potential Sources of 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



19 –28

Potential Sources of 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)

– Organization’s life stage (growth, stability, or decline)



19 –29

Potential Sources of Stress (cont’d)

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 theindividual’s 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 to jobstress.



19 –30

Consequences of Stress

High Levels

of Stress

Physiological

SymptomsBehavioral

Symptoms

Psychological

Symptoms



19 –31

A Model of Stress

E X H I B I T 19-10



19 –32

Inverted-U Relationship between Stress and

Job Performance



19 –33

Managing Stress

Individual Approaches

– Implementing time management

– Increasing physical exercise

– Relaxation training

– Expanding social support network



© 2003 Prentice Hall Inc. All rights reserved. 19 –34

Managing Stress

Organizational Approaches

– Improved personnel selection and job placement

– Training

– Use of realistic goal setting

– Redesigning of jobs

– Increased employee involvement

– Improved organizational communication

– Offering employee sabbaticals

– Establishment of corporate wellness programs



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po smtr genap 2013 chp.19 change management

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