Stress management and change management
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This document provides an overview of organizational behavior and change management concepts. It begins with learning objectives that cover forces for change, resistance to change, Lewin's change model, organizational development, stress management, and creating a learning organization. It then defines key terms and concepts, provides examples, and outlines models and approaches for managing change, including Lewin's three-step model, Kotter's eight steps, action research, and appreciative inquiry. The document also addresses contemporary issues like technology, innovation, and culture related to change management.
Stress management and change management
- 1. o r g a n i z a t i o n a l b e h a v i o r Dr Khyati Boriya
- 2. 18–2 After studying this chapter, you should be able to: 1. Describe forces that act as stimulants to change. 2. Summarize the sources of individual and organizational resistance to change. 3. Summarize Lewin’s three-step change model. 4. Explain the values underlying most OD efforts. 5. Contrast process reengineering and continuous improvement processes 6. Identify properties of innovative organizations. LEARNINGOBJECTIVES
- 3. 18–3 After studying this chapter, you should be able to: 7. List characteristics of a learning organization. 8. Describe potential sources of stress. 9. Explain individual difference variables that moderate the stress–outcome relationship. LEARNINGOBJECTIVES(cont’d)
- 4. 18–4 Forces for ChangeForces for Change Force Examples Nature of the workforce More cultural diversity Aging population Many new entrants with inadequate skills Technology Faster, cheaper, and more mobile computers On-line music sharing Deciphering of the human genetic code Economic shocks Rise and fall of dot-com stocks 2000–02 stock market collapse Record low interest rates Competition Global competitors Mergers and consolidations Growth of e-commerce
- 5. 18–5 Forces for ChangeForces for Change Force Examples Social trends Internet chat rooms Retirement of Baby Boomers Rise in discount and “big box” retailers World politics Iraq–U.S. war Opening of markets in China War on terrorism following 9/11/01
- 6. 18–6 Managing Planned ChangeManaging Planned Change Goals of Planned Change: Improving the ability of the organization to adapt to changes in its environment. Changing the behavior of individuals and groups in the organization. Goals of Planned Change: Improving the ability of the organization to adapt to changes in its environment. Changing the behavior of individuals and groups in the organization. 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.
- 7. 18–7 Resistance to ChangeResistance 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
- 8. 18–8 Sources of Individual Resistance to ChangeSources of Individual Resistance to Change
- 9. 18–9 Sources of Organizational Resistance to Change Sources of Organizational Resistance to Change
- 10. 18–10 Overcoming Resistance to ChangeOvercoming Resistance to Change Tactics for dealing with resistance to change: • Education and communication • Participation • Facilitation and support • Negotiation • Manipulation and cooptation • Coercion Tactics for dealing with resistance to change: • Education and communication • Participation • Facilitation and support • Negotiation • Manipulation and cooptation • Coercion
- 11. 18–11 The Politics of ChangeThe Politics of 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.
- 12. 18–12 Lewin’s Three-Step Change ModelLewin’s Three-Step Change Model Unfreezing Change efforts to overcome the pressures of both individual resistance and group conformity. Refreezing Stabilizing a change intervention by balancing driving and restraining forces. Driving Forces Forces that direct behavior away from the status quo. Restraining Forces Forces that hinder movement from the existing equilibrium.
- 13. 18–13 Lewin’s Three-Step Change ModelLewin’s Three-Step Change Model
- 14. 18–14 Unfreezing the Status QuoUnfreezing the Status Quo
- 15. 18–15 Kotter’s Eight-Step Plan for Implementing ChangeKotter’s Eight-Step Plan for Implementing Change 1. Establish a sense of urgency by creating a compelling reason for why change is needed. 2. Form a coalition with enough power to lead the change. 3. Create a new vision to direct the change and strategies for achieving the vision. 4. Communicate the vision throughout the organization. 5. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. 6. Plan for, create, and reward short-term “wins” that move the organization toward the new vision. 7. Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. 8. Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.
- 16. 18–16 Action ResearchAction Research Process Steps: 1. Diagnosis 2. Analysis 3. Feedback 4. Action 5. Evaluation Process Steps: 1. Diagnosis 2. Analysis 3. Feedback 4. Action 5. Evaluation Action research benefits: Problem-focused rather than solution-centered. Heavy employee involvement reduces resistance to change. Action research benefits: Problem-focused rather than solution-centered. Heavy employee involvement reduces resistance to change. Action Research A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.
- 17. 18–17 Organizational DevelopmentOrganizational Development OD Values: 1. Respect for people 2. Trust and support 3. Power equalization 4. Confrontation 5. Participation OD Values: 1. Respect for people 2. Trust and support 3. Power equalization 4. Confrontation 5. Participation Organizational Development (OD) A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being.
- 18. 18–18 Organizational Development TechniquesOrganizational Development Techniques Sensitivity Training Training groups (T-groups) that seek to change behavior through unstructured group interaction. Provides increased awareness of others and self. Increases empathy with others, improves listening skills, greater openess, and increased tolerance for others.
- 19. 18–19 Organizational Development Techniques (cont’d) Organizational Development Techniques (cont’d) Survey Feedback Approach The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested.
- 20. 18–20 Organizational Development Techniques (cont’d) Organizational Development Techniques (cont’d) Process Consultation (PC) A consultant gives a client insights into what is going on around the client, within the client, and between the client and other people; identifies processes that need improvement.
- 21. 18–21 Organizational Development Techniques (cont’d) Organizational Development Techniques (cont’d) Team Building Activities: • Goal and priority setting. • Developing interpersonal relations. • Role analysis to each member’s role and responsibilities. • Team process analysis. Team Building Activities: • Goal and priority setting. • Developing interpersonal relations. • Role analysis to each member’s role and responsibilities. • Team process analysis. Team Building High interaction among team members to increase trust and openness.
- 22. 18–22 Organizational Development Techniques (cont’d) Organizational Development Techniques (cont’d) Intergroup Problem Solving:Intergroup Problem Solving: • Groups independently develop lists of perceptions.Groups independently develop lists of perceptions. • Share and discuss lists.Share and discuss lists. • Look for causes of misperceptions.Look for causes of misperceptions. • Work to develop integrative solutions.Work to develop integrative solutions. Intergroup Problem Solving:Intergroup Problem Solving: • Groups independently develop lists of perceptions.Groups independently develop lists of perceptions. • Share and discuss lists.Share and discuss lists. • Look for causes of misperceptions.Look for causes of misperceptions. • Work to develop integrative solutions.Work to develop integrative solutions. Intergroup Development OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other.
- 23. 18–23 Organizational Development Techniques (cont’d) Organizational Development Techniques (cont’d) Appreciative Inquiry (AI): • Discovery: recalling the strengths of the organization. • Dreaming: speculation on the future of the organization. • Design: finding a common vision. • Destiny: deciding how to fulfill the dream. Appreciative Inquiry (AI): • Discovery: recalling the strengths of the organization. • Dreaming: speculation on the future of the organization. • Design: finding a common vision. • Destiny: deciding how to fulfill the dream. Appreciative Inquiry Seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.
- 24. 18–24 Contemporary Change Issues For Today’s Managers Contemporary Change Issues For Today’s 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?
- 25. 18–25 Technology in the WorkplaceTechnology in the Workplace Continuous Improvement Processes – Good isn’t 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.
- 26. 18–26 Technology in the WorkplaceTechnology in the Workplace Process Reengineering – “Starting all over” – Rethinking and redesigning organizational processes to produce more uniform products and services. • Identifying the organization’s distinctive competencies— what it does best. • Assessing core processes that add value to the organization’s distinctive competencies. • Reorganizing horizontally by process using cross- functional and self-managed teams.
- 27. 18–27 Contemporary Change Issues for Today’s Managers: Stimulating Innovation Contemporary Change Issues for Today’s Managers: Stimulating Innovation Sources of Innovation:Sources of Innovation: • Structural variablesStructural variables • Organic structuresOrganic structures • Long-tenured managementLong-tenured management • Slack resourcesSlack resources • Interunit communicationInterunit communication • Organization’s cultureOrganization’s culture • Human resourcesHuman resources Sources of Innovation:Sources of Innovation: • Structural variablesStructural variables • Organic structuresOrganic structures • Long-tenured managementLong-tenured management • Slack resourcesSlack resources • Interunit communicationInterunit communication • Organization’s cultureOrganization’s culture • Human resourcesHuman resources Innovation A new idea applied to initiating or improving a product, process, or service.
- 28. 18–28 Contemporary Change Issues for Today’s Managers: Stimulating Innovation (cont’d) Contemporary Change Issues for Today’s Managers: Stimulating Innovation (cont’d) Idea Champions Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented.
- 29. 18–29 Creating a Learning OrganizationCreating a Learning Organization Characteristics:Characteristics: 1.1. Holds a shared visionHolds a shared vision 2.2. Discards old ways ofDiscards old ways of thinking.thinking. 3.3. Views organization asViews organization as system of relationships.system of relationships. 4.4. Communicates openly.Communicates openly. 5.5. Works together toWorks together to achieve shared vision.achieve shared vision. Characteristics:Characteristics: 1.1. Holds a shared visionHolds a shared vision 2.2. Discards old ways ofDiscards old ways of thinking.thinking. 3.3. Views organization asViews organization as system of relationships.system of relationships. 4.4. Communicates openly.Communicates openly. 5.5. Works together toWorks together to achieve shared vision.achieve shared vision. Learning Organization An organization that has developed the continuous capacity to adapt and change. E X H I B I T 18–6 E X H I B I T 18–6
- 30. 18–30 Creating a Learning OrganizationCreating a Learning Organization Single-Loop Learning Errors are corrected using past routines and present policies. Double-Loop Learning Errors are corrected by modifying the organization’s objectives, policies, and standard routines.
- 31. 18–31 Creating a Learning OrganizationCreating a Learning Organization Fundamental Problems in TraditionalFundamental Problems in Traditional Organizations:Organizations: • Fragmentation based on specialization.Fragmentation based on specialization. • Overemphasis on competition.Overemphasis on competition. • Reactiveness that misdirects attention toReactiveness that misdirects attention to problem-solving rather than creation.problem-solving rather than creation. Fundamental Problems in TraditionalFundamental Problems in Traditional Organizations:Organizations: • Fragmentation based on specialization.Fragmentation based on specialization. • Overemphasis on competition.Overemphasis on competition. • Reactiveness that misdirects attention toReactiveness that misdirects attention to problem-solving rather than creation.problem-solving rather than creation.
- 32. 18–32 Managing a Learning OrganizationManaging a Learning Organization EstablishEstablish a strategya strategy EstablishEstablish a strategya strategy Redesign theRedesign the organization’sorganization’s structurestructure Redesign theRedesign the organization’sorganization’s structurestructure Reshape theReshape the organization’s cultureorganization’s culture Reshape theReshape the organization’s cultureorganization’s culture ManagingManaging LearningLearning ManagingManaging LearningLearning
- 33. 18–33 Mastering Change: It’s Culture-BoundMastering Change: It’s Culture-Bound Questions for culture-bound organizations: 1. Do people believe change is even possible? 2. How long will it take to bring about change in the organization? 3. Is resistance to change greater in this organization due to the culture of the society in which it operates? 4. How will the societal culture affect efforts to implement change? 5. How will idea champions in this organization go about gathering support for innovation efforts? Questions for culture-bound organizations: 1. Do people believe change is even possible? 2. How long will it take to bring about change in the organization? 3. Is resistance to change greater in this organization due to the culture of the society in which it operates? 4. How will the societal culture affect efforts to implement change? 5. How will idea champions in this organization go about gathering support for innovation efforts?
- 34. 18–34 Too Much Work, Too Little TimeToo Much Work, Too Little Time E X H I B I T 18–7 E X H I B I T 18–7 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% Are overwhelmed by workload 55% Lack time for reflection 59% Don’t have time to complete tasks 56% Must multi-task too much 45%
- 35. 18–35 Work Stress and Its ManagementWork Stress and Its 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.
- 36. 18–36 Work Stress and Its ManagementWork Stress and Its Management Constraints Forces that prevent individuals from doing what they desire. Demands The loss of something desired.
- 37. 18–37
- 38. 18–38 Potential Sources of StressPotential 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
- 39. 18–39 Potential Sources of StressPotential 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)
- 40. 18–40 Potential Sources of Stress (cont’d)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 the individual’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 job stress.
- 41. 18–41 Consequences of StressConsequences of Stress High LevelsHigh Levels of Stressof Stress High LevelsHigh Levels of Stressof Stress PhysiologicalPhysiological SymptomsSymptoms PhysiologicalPhysiological SymptomsSymptoms BehavioralBehavioral SymptomsSymptoms BehavioralBehavioral SymptomsSymptoms PsychologicalPsychological SymptomsSymptoms PsychologicalPsychological SymptomsSymptoms
- 42. 18–42 A Model of StressA Model of Stress
- 43. 18–43 Inverted-U Relationship between Stress and Job Performance Inverted-U Relationship between Stress and Job Performance E X H I B I T 18–10 E X H I B I T 18–10
- 44. 18–44 Managing StressManaging Stress Individual Approaches – Implementing time management – Increasing physical exercise – Relaxation training – Expanding social support network
- 45. 18–45 Managing StressManaging 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