Organizational Behavior

13th Edition
Stephen P. Robbins I Timothy A. Judge I Seema Sanghi

Iffat Sabir Chaudhry, PhD. Scholar, Lecturer

Management Sciences Dept, Preston University, Islamabad Email: ch.iffat@yahoo.com

Organizational Change &

Stress Management

Ch 19

Change

Definition: Making or doing things different is called change. Change may occur on its own and an organization may react to adjust to it. 1. Forces of Change: Forces involved in change are nature of the workforce, technology, economic shocks, competition, social trends, and world politics. 2. Planned Change: Change activities that are intentional and goal oriented. Change Agents: Persons who act as catalysts and assume the responsibility for managing change activities.

3. Resistance to Change
Individuals and organizations always resist change. This is positive as it lends stability and orderliness. However, if change is imminent, such resistance becomes dysfunctional. 3.1 Individual Sources: Exhibit 19-2
a. Habit b. Security c. Economic Factors d. Fear of the Unknown e. Selective Information Processing 3.2 Organizational Sources Exhibit 19-2 a. Structural Inertia b. Limited Focus of Change c. Group Inertia d. Threat to Expertise e. Threat to Established Power Relationships f. Threat to Established Resource Allocations

3.3 Overcoming Resistance to Change: a. Education and Communication b. Participation c. Building Support and Commitment d. Negotiation e. Manipulation and Cooperation f. Selecting People who Accept Change g. Coercion

3.4 Politics of Change: As change threatens status quo, therefore, organizational politics is essentially involved in the change process. Change agents play a critical role in politics of change.

4. Approaches to Managing Organizational Change

4.1 Lewins Three-Step Model: Exhibit 19-3
a. Unfreezing Change efforts to overcome the pressure of both

individual resistance and group conformity.

b. c. Movement: The transition to a new state Refreezing: Stabilizing a change intervention by balancing

driving and restraining forces. i. Driving forces: Forces that direct behavior away from the status quo. ii. Restraining Forces: Forces that hinder movement from the existing equilibrium.

Exhibit 19-4

4.2 Kotters Eight-Step Plan for Implementing Change a. Establish a sense of urgency for change.

b.
c. d. e. f.

Form a coalition to lead the change.

Create a new vision and strategies for achieving the vision. Communicate the vision across the organization. Empower others to remove barriers to change and encourage to risk taking and creative problem- solving. Plan, create and reward short-term successes.

g.
h.

Consolidate improvements and reassess change.

Reinforce the changes by linking new behaviors with organizational success.

4.3 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. a. Diagnosis b. Analysis c. Feedback d. Action e. Evaluation

4.4 Organizational Development (OD) A collection of planned-change interventions, built on humanistic-democratic values, that seek to improve organizational effectiveness and employee well-being.
4.4.1 Underlying Values in OD

a. Respect for people b. Trust and support c. Power equalization d. Confrontation e. Participation
4.4.2 OD Techniques

a. Sensitivity Training b. Survey Feedback c. Process Consultation d. Team Building e. Intergroup Development f. Appreciative Inquiry

Work Stress
1. 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. Constraints Forces that prevent individuals from doing what they desire. Demands Responsibilities, pressures, obligations, and uncertainties that individuals face in the workplace. Resources Things within an individuals control that can be used to resolve demands.

a. b. c.

2.

Sources of Stress
2.1 Environmental Factors a. Economic Uncertainty b. Political Uncertainty c. Technological Uncertainty 2.2 Organizational Factors a. Task Demands b. Role Demands c. Interpersonal Demands 2.3 Personal Factors a. Family Problems b. Economic Problems c. Personality 2.4 Individual Differences a. Perception b. Job Experience c. Social Support d. Belief in Locus of Control e. Self-Efficacy f. Hostility

Exhibit 19-8

3.

Consequences of Stress
3.1 Physiological Symptoms a. Headaches b. High Blood Pressure c. Heart Disease 3.2 Psychological Symptoms a. Anxiety b. Depression c. Decrease in Job Satisfaction 3.3 Behavioral Symptoms a. Productivity b. Absenteeism c. Turnover

Exhibit 19-9

4.

Managing Stress
4.1 Individual Approaches a. Time-Management Techniques b. Increasing Physical Exercise c. Relaxation Techniques d. Expanding Social Support Network

4.2 Organizational Approaches a. Improved Selection and Job Placement b. Training c. Realistic Goal Setting d. Redesigning Jobs e. Increased Employee Involvement f. Improved Organizational Communication g. Offering Employee Sabbaticals h. Corporate Wellness Programs

Thank You