Ms. Long

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ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT

• Ms. Long
• MGT 3320
• CMSU

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FORCES OF CHANGE
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FORCES OF CHANGE
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FORCES OF CHANGE
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FORCES OF CHANGE
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Sources of ________ Resistance to Change
19-2
E X H I B I T
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Sources of Individual Resistance to Change
19-2
E X H I B I T
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Sources of ________ Resistance to Change
19-40
E X H I B I T
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Sources of Organizational Resistance to Change
19-40
E X H I B I T
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Lewins 3-Step Change Model
___________ 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.
__________ ________ Forces that hinder movement
from the existing equilibrium.
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Lewins 3-Step Change Model
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Lewins 3-Step Change Model
19-5
E X H I B I T
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Organizational Development

• OD Values
• ________ for people
• Trust and ________
• Power equalization
• Confrontation
• Participation

___________ ___________ ( ) A collection of
planned-change interventions, built on
humanistic-democratic values, that seeks to
improve organizational effectiveness and employee
well-being.
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Organizational Development

• OD Values
• Respect for people
• Trust and support
• Power equalization
• Confrontation
• Participation

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Organizational Development Techniques
___________ __________ Training groups that
seek to change behavior through unstructured
group Interaction.
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Organizational Development Techniques
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Organizational Development Techniques (contd)
___________ ___________ ___________ The use of
questionnaires to identify discrepancies Among
member perceptions discussion follows and
remedies are suggested.
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Organizational Development Techniques (contd)
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Organizational Development Techniques (contd)
_______________ ___________ 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.
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Organizational Development Techniques (contd)
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Organizational Development Techniques (contd)

• Team Building Activities
• Goal and priority setting.
• Developing interpersonal relations.
• Role analysis to each members role and
  responsibilities.
• Team process analysis.

___________ ___________ High interaction among
team members to increase trust and openness.
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Organizational Development Techniques (contd)

• Team Building Activities
• Goal and priority setting.
• Developing interpersonal relations.
• Role analysis to each members role and
  responsibilities.
• Team process analysis.

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Contemporary Change Issues for Todays Managers
Creating a Learning Organization

• Characteristics
• Holds a shared vision
• Discards old ways of thinking.
• Views organization as system of relationships.
• Communicates openly.
• Works together to achieve shared vision.

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Contemporary Change Issues for Todays Managers
Creating a Learning Organization
___________- _________ ________ Errors are
corrected using past Routines and present
policies.
___________ _________ ________ Errors are
corrected by modifying The organizations
objectives, Policies, and standard routines.
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Contemporary Change Issues for Todays Managers
Creating a Learning Organization
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Contemporary Change Issues for Todays Managers
Creating a Learning Organization

• Fundamental Problems in Traditional
  Organizations
• Fragmentation based on specialization.
• Overemphasis on ___________.
• Reactiveness that misdirects attention to
  problem-solving rather than creation.

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Contemporary Change Issues for Todays Managers
Creating a Learning Organization

• Fundamental Problems in Traditional
  Organizations
• Fragmentation based on specialization.
• Overemphasis on competition.
• Reactiveness that misdirects attention to
  problem-solving rather than creation.

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Contemporary Change Issues for Todays Managers
Managing a Learning Organization
Managing _______
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Contemporary Change Issues for Todays Managers
Managing a Learning Organization
Managing Learning
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Contemporary Change Issues for Todays Managers
Knowledge Management (KM)
Why KM is important Intellectual assets are as
important as physical assets. When individuals
leave, their knowledge and experience goes with
them. A KM system reduces redundancy and makes
the organization more efficient.
___________ _________ A process of organizing
and distributing an organizations collective
wisdom so the right information gets to the right
people at the right time.
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Contemporary Change Issues for Todays Managers
Knowledge Management (KM)
Why KM is important Intellectual assets are as
important as physical assets. When individuals
leave, their knowledge and experience goes with
them. A KM system reduces redundancy and makes
the organization more efficient.
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Too Much _____, Too Little _____
19-8
E X H I B I T
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Too Much Work, Too Little Time
19-8
E X H I B I T
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Potential Sources of Stress

• ____________ 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

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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

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Potential Sources of Stress

• __________ 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)
• Organizations life stage (growth, stability, or
  decline)

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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)
• Organizations life stage (growth, stability, or
  decline)

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Potential Sources of Stress (contd)

• 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 individuals 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.

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Consequences of Stress
High Levelsof Stress
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Consequences of Stress
High Levelsof Stress
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A Model of Stress
19-10
E X H I B I T
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Managing Stress

• Individual Approaches
• Implementing _____ ___________
• Increasing _______ _________
• _________ training
• Expanding _______ support network

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Managing Stress

• Individual Approaches
• Implementing time management
• Increasing physical exercise
• Relaxation training
• Expanding social support network

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Managing Stress

• Organizational Approaches
• Improved _______ selection and job placement
• Training
• Use of realistic ________ setting
• Redesigning of jobs
• Increased employee involvement
• Improved organizational communication
• Offering employee sabbaticals
• Establishment of corporate wellness programs

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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