Organizational Change and

Stress Management

NO. MATRIC NAME

S41595 Amirah Syamimi binti Sabri
S41611 Anas Saifuddin bin Ariffin
S41618 Ang Yee Ye
S41638 Anis Syazwani binti Azhar
S41695 Benny Wee Soon Kit
S42362 Muhamad Nur Iszuan bin Ismail
LO1:
Contrast Planned
and Unplanned Change
 Nature of
workforce

Competition
World politics

Force of
Changes

Technology Social Trends

Economic shock
Planned Change
 Change refers to make something different
 Planned change is change activities ties that are
intentional and goal oriented
 Changesagent is the person who act as catalysts
and assume the responsibility for managing
change activities
 Two goals of planned changes :
 Improvethe ability of the organization to adapt to
changes in its environment
 Change employee behavior
LO2:
Describe the Sources
of Resistance to Change
Source of Resistance to Change
Habit

Selective
information Security
processing
Individual
Sources

Fear of the Economic

unknown factor
Source of Resistance to Change
Structural
inertia

Limited focus
Group Inertia of changes

Organizational
Sources

Threat to established Threat to

power relationships expertise
 Develop positive
relationship

Building support
Coercion and
commitment

Selecting Overcoming
people who Participation
accept change Resistance

Manipulation
Communication
and co-potation

Implementing
changes fairly
The Politics of Change

 Threaten 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
 Managers slightly removed from the main sources
LO3:
Compare the Four Main Approaches
to Manage Organizational Change
 Unfreezing Movement Refreezing

Changing to A change process Stabilizing a

overcome the that transforms change
pressures of both the organization intervention by
individual from the status balancing driving
resistance and quo to a desired and restraining
group conformity end state forces
 • John Kotter
• Based On Lewin’s Three-Step Model

1. Create Urgency

2. Form a powerful coalition

3. Create a vision for change

4. Communicate the vision

5. Empower action

6. Generates short-term wins

7. Build on the change

8. Incorporated changes into

culture
A change process based on the systematic collection of
data and selection of a change action based on what the
analyzed data indicate.
 Diagnosis

Evaluation Analysis

Action Feedback
ORGANIZATIONAL DEVELOPMENT
Organizational Development (OD)
•A collection of change methods that try to improve
organizational effectiveness and employee well-being.

OD Values
1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
OD INTERVENTION /TECHNIQUE

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
openness, and increased tolerance for others
Survey Feedback Approach
•The use of questionnaires to identify discrepancies among
member perceptions; discussion follows and remedies are
suggested
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.
Team Building
•High interaction among team members to
increase trust and openness

Team Building Activities

• Goal and priority setting
• Developing interpersonal relations
• Role analysis to each member’s
role and responsibilities
• Team process analysis
Intergroup Development
•OD efforts to change the attitudes, stereotypes, and perceptions
that groups have of each other

Intergroup Problem Solving:

• Groups independently develop lists of perceptions
• Share and discuss lists
• Look for causes of misperceptions
• Work to develop integrative solutions
Appreciative Inquiry
•Seeks to identify the unique qualities and special strengths of an
organization, which can then be built on to improve performance

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
LO4:
Demonstrate Two Ways of
Creating a Culture for Change
Creating a culture for change
How organizations can embrace change
by transforming their culture?

2 approaches:

i. Stimulating an innovative culture

ii. Creating a learning organization.
i. Stimulating an innovative culture
• We can determine an Innovative organization through few
characteristics such as structural, cultural and human resources.

What is Innovation?
• A new idea applied to initiating or improving a product, process, or
service.
• NOT all changes necessarily introduce new idea or significant
improvement.
• Can range from small incremental improvement to radical
breakthroughs.
Structural Variables - Sources of Innovation

Organic
Structures

Interunit Sources of Long Tenure in

Communication Innovation Management

Slack
Resources
Innovative organizations tend to have similar cultures

Encourage
Experimentation

Culture

Celebrate Reward Both

Successes and
Mistakes Failures

• Managers in innovative organizations recognize that failures are

a natural by-product of venturing into the unknown.
 Innovative organizations tend to have similar cultures
Actively
promote the
training and
development

Human
Resources

Encourage individual
to become champions Offer high job security
of change

 Once a new idea is developed, idea champions actively and enthusiastically

promote it, build support, overcome resistance, and ensure it’s
implemented.
Characteristics of Champions

High
self-confidence

Transformational
Leadership Persistence

Characteristics
of Champions

Tendency to
take risks Energy
ii. Creating a Learning Organization

What is Learning Organization ?

• An organization that has developed the continuous capacity to adapt
and change
• Single-loop learning. A process of correcting errors using past
routines and present policies
• Double-loop learning. A process of correcting errors by modifying the
organization’s objectives, policies, and standard routines
What can managers do to make their firms learning organizations?

Redesign the
organization’s
structure.
Establish a Reshape the
strategy. organization’s
culture.

Learning
Organization
 Organizational Change and Stress

 Research shows how people react to stressors may yield more

effective results than organizational changes that are only
objectively managed through goal-setting.
• The role of leadership is critical.

 Changes are stressful because employees perceive aspects to be

threatening.
• Employees need to see the changes as fair.
LO5:
Identify Potential Sources of Stress
 What is stress ?
• Stress is an unpleasant psychological process that
occurs in response to environmental pressures.

Top source of stress:

STRESSOR
- Demand that cause people experience stress

• Stressors associate with workload,

pressure to complete tasks and time
Challenge urgency
stressor

• Stressors that keep us from reaching

our goals
Hindrance • Office politic, role conflict,
stressor disagreement, misunderstanding.
Demand and Resources
Demand - Responsibilities, pressures, obligation and
uncertainties that faced in workplace.
Resources -Things within individual’s control that can
be use to resolved demands

Allostasis
Allostasis - Working to change behaviour and
attitude to find stability
• Personality
traits

Cultural
Differences
 A Model of Stress
Potential Resources
• Economic uncertainty
Environmental • Political uncertainty
factors • Technology change

• Task demand
Organizational • Role demand
factors • Interpersonal demand

Personal • Family problems

factors • Economic problems
Potential Resources(continues)

• perception
Individual • Job experience
Differences • Social support
• Personality traits

Cultural • Research suggest job condition

that cause stress show some
Differences differences across cultures.
LO6:
Identify the Consequences of Stress
 Psychological
symptoms:
-Anxiety
-Depression
-Lower job
satisfaction Behavioural
Physiological symptoms:
Symptoms:
-Lower job
-Immediate Effect performance
-Illness -Higher absenteeism
-Chronic health -Higher turnover
condition

CONSEQUENCES OF
STRESS
Perform task better, Unattainable demand on
more intensely, more a person. Low job
rapidly performance
LO7:
Contrast the Individual and
Organizational Approaches to Manage
Stress
What is Stress Management ?
• A process for controlling or reducing an individual’s level of
stress.
• It is important because chronic stress can contribute health
problem.
 Approaches to Manage Stress at Work

Individual Approaches

Time-management Relaxation
techniques Techniques
Social Support
Physical Exercise Network
 6 Tips
To Manage
Your Time
Effectively
While Working
 Organizational Approaches

1. Improve Employees
selection & job placement 3. Realistic goal-setting

• Management more prefer to hire employee • Provide motivation

who may adapt better to high-stress job. • Perceived stressors as challenges rather
than hindrances.

2. Training 4. Redesign job

• Increase individual’s self-efficacy • More responsibility, more meaningful

• Lessen job strain. work, more autonomy & increase
feedback
 Organizational Approaches

5. Increase employee
7. Employee Sabbaticals
involvement

• Giving employees a voice in decision. • Provide extended voluntary leaves.

• Allow employees to travel, relax, vacation.

6. Improve Organizational 8. Corporate Wellness

Communication Programs

• Effective communication as • Focus on employee’s total physical and

a means to shape employee mental condition.
perception. • Exp: Workshop (quit smoking, lose weight)