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Managing Change
Minimizing resistance to organizational change through involvement of key players and stakeholders.

Innovation
The process of translating an idea or invention into a good or service that creates value or for which customers will pay.

Organization Development:
Organization Development is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organization so they can better adopt new technologies, markets and challenges, and the dizzying rate of change itself.

Organization Development Techniques:

Sensitivity Training

Survey Feedback

More Effective Interpersonal Work Relationships

Team Building

Process Consultation

Intergroup Development

Team building
Philosophy of job design in which employees are viewed as members of interdependent teams instead of as individual workers.

Intergroup Development
An Organization Development intervention to change the perceptions and attitudes that different groups hold with respect to each other.

Process Consultation
An Organization Development intervention in which an external consultant acts in a facilitating and catalytic capacity to enhance an organization's diagnostic, conceptual and action planning skills.

Survey feedback
An Organization Development intervention in which the results of an opinion survey are feedback to respondents to trigger problem-solving concerning issues highlighted by the findings.

Sensitivity Training
A technique for enhancing individual self-awareness, and for changing behavior, through unstructured group discussion.

Contemporary issues in managing Change

Changing Organizational Culture
When we going to change Organizational culture. This culture change must have worked because culture changes are so difficult. Manager should check favorable conditions and situational factor for cultural changes

Understanding the situational Factor

Favorable condition facilitate cultural.

Dramatic Crisis occurs

Such as an unexpected financial setback, the loss of major customer, or a dramatic technological innovation by competitor. Such a shock can weaken the status quo and make people start thinking about relevance of current culture.

Leadership changes hands

Leader changes hands new top leadership can provide an alternative set of key values and may b perceived as more capable of responding to the crisis then the old leaders were.

Culture is Weak
Weak cultures are more receptive to change then are strong once.

Young and small

The younger Organization, the less in entrenched its cultures. Its easier for managers to communicate new values in small organizational then in a large.

Making Changes in Cultures

If conditions are rights, how do managers change culture? No single action is likely to have the impact necessary to change something ingrained and highly valued. Manager needs a following Strategy for managing cultural change.

Set the tone through management behavior, Top managers, particularly need to be positive role demand. Create new stories, symbols, and rituals to replace those currently in use. Select promote and sport employs who adopt the new values Redesign socialization processes to align with the new values To encourage acceptance of new values change the reward system Replace unwritten norms with clearly specified expectation Shake up current sub culture through job transfer, Job Rotation, and termination

Work to get consensus through employee participation and creating with creating a climate with the high level of trust.

Making Change Happen Successfully

Manager required recognizing their own important role in process. Manager can and do act as change agent but their role in change process include more than being catalysts for change. They must also be change Leaders Finally making change happen successfully revolve around all organizational member involved. Manager need to encourage to employees to accept changes.

Employee Stress
Stress:
Stress is the physical and mental response of the body to demands made upon it. It is the result of our reaction to outside events, not necessarily the events themselves.

Causes Of Stress
Stressors
Physical, psychological, or social force that puts real or perceived demands on the body, emotions, mind, or spirit of an individual. It has two types.

Organizational factors
Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples.

Task Demands
Task demands are factors related to a person's job. They include the design of the individual's job (autonomy, task variety, degree of automation) working conditions, and the physical work layout.

Role Demands.
Role demands relate to pressures that are a function of the role an individual plays in an organization.

Role Ambiguity.
Role ambiguity is created when role expectations are not clearly understood.

Role Conflict.
Role conflicts create expectations that may be hard to reconcile or satisfy.

Role Overload.
Role overload is experienced when the employee is expected to do more than time permits.

INTERPERSONAL DEMANDS.
Interpersonal demands are pressures created by other employees.

Group Pressure
Non-profit and usually voluntary organization whose members have a common cause for which they seek to influence political or corporate decision makers to achieve a declared objective. Whereas interest groups try to defend a cause (maintain the status quo), the pressure groups try to promote it (change the status quo).

Leadership
The activity of leading a group of people or an organization or the ability to do this.

Interpersonal Conflict
A situation in which an individual or group frustrates, or tries to frustrate, the goal attainment efforts of the other.

Organizational Structure
Organizational structure defines the level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. Excessive rules and lack of participation in decisions might be potential sources of stress.

Organizational Leadership
Organizational leadership represents the managerial style of the organization's senior executives. CEOs by virtue of their managerial styles create an organizational culture which reflects tension, fear and anxiety. They overemphasize tight control, hire and fire policies which keep organizational members on hot seat and create stress among them.

Personal factors
Personal factor that can create stress include family issues, personal economic problems, and inherent personality characteristics.

Type A personality
People who have a chronic sense of urgency and an excessive competitive drive.

Type B personality
People who are relaxed and easygoing and accept change easily.

Symptoms Of stress

Physical

Psychological

Symptoms of Stress

Physical
Ulcers Digestive problems Headaches High blood pressure Irregular heartbeat Panic attack Higher respiration Asthma Drug abuse Higher Metabolism

Behavioral

Psychological
Depression Fatigue Frustration Anxiety Highly emotional Anxious Irritation Afraid

Behavioral
Absenteeism Affinity with drug Low productivity Increased accidents No interest in recreation Changing Food habits Non-helping attitude

Reducing stress:
Counseling
Support process in which a counselor holds face to face talks with another person to help him or her solve a personal problem, or help improve that person's attitude, behavior, or character.

Time management program

A time management program can help employees whose personal lives suffer from a lack of planning to sort out their priorities.

Wellness program
Comprehensive health program designed to maintain a high level of well being through proper dies, light exercises, stress management, and illness prevention.

Stimulating Innovation
Innovation is the key to continued success

Structural Variables

Structural Variables
Stimulate Innovation Variables

Cultural Variables

Human Resource Variables

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Cultural Variables
Tolerance of the impractical Low external controls Tolerance of risks Tolerance of conflicts Focus on ends rather than means Open system focus Positive feedback

Human Resources Variables

High Commitment to Training and Development High Job Security Creative People

Structural Variables
Organic Structures Abundant Resources High Inter unit Communication Minimal Time Pressure Work and Nonworking Support

References:
http://www.ukessays.com/essays/management/organization-development-resource.php http://wiki.answers.com/Q/What_is_stress_and_what_are_the_potential_sources_of_stress http://www.businessdictionary.com http://www.slideshare.net http://www.scribd.com