Ob 18 Change And Stress Management-01

ORGANIZATIONAL

BEHAVIOR

I.RAISAL DEPT. OF MANAGEMENT SEUSL

I.RAISAL DEPT. OF MANAGEMENT

I.RAISAL DEPT. OF MANAGEMENT

Change Change simply means alteration in status quo. Human beings are certainly familiar with change and they have the ability to adapt to it. But often they resist change in their work places. When managers use their most logical arguments and persuasive skills to support a change, they frequently discover that employees remain unconvinced of the need for it.

Work change  Work change is any alteration that occurs in the work environment. The whole organization tends to be affected by change. A wide variety of forces may bring about more dramatic changes that touch the entire core of an organization

Forces 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 sharing Deciphering of the human genetic code

Economic shocks

Rise and fall of stocks stock market Record low interest rates

Competition

Global competitors Mergers and consolidations Growth of e-commerce

Forces for Change Force

Examples

Social trends

Internet based society changing lifestyles urbanization

World politics

globalization Opening of markets new markets War on terrorism

Types of change

Adaptive change

Reintroducing a Familiar practice

Innovative change

introducing a practice new to the organization

low

Radically Innovative change

introducing a practice new to the industry

High

Degree of complexity, cost, uncertainty Potential for resistance to change

Planned change the changes induced by the internal forces as a preparation to effectively meet the anticipated and potential environmental changes is known as Planned change. Planned change is deliberately design and adopted to meet the expected future threats and opportunities.

Managing Planned Change 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.

Goals GoalsofofPlanned Planned Change: Change: Improving Improvingthe theability abilityofof the theorganization organizationtotoadapt adapt totochanges changesininits its environment. environment. Changing Changingthe thebehavior behaviorofof individuals individualsand andgroups groupsinin the theorganization. organization.

Change and strategic planning A strategic plan outlines an organization’s long term directions and actions necessary to achieve planned results. Strategic plans are based on considering an organization's strengths and weaknesses relative to its environmental opportunities and threats.

Resistance 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

Resistance to Change Enthusiastic Cooperation

Acceptance

Cooperation under pressure Acceptance Passive resignation

indifference

Indifference Apathy loss of interest in the job Doing only what is ordered

passive resistance

Regressive behaviour No learning Protests Working to rule Doing as little as possible

active resistance

Slowing down Personal withdrawal Committing errors Spoilage Deliberate sabotage

Sources of Individual Resistance to Change

Sources of Organizational Resistance to Change

Overcoming Resistance to Change Tactics Tacticsfor fordealing dealingwith withresistance resistanceto to change: change: •• Education Educationand andcommunication communication •• Participation Participation •• Facilitation Facilitationand andsupport support •• Negotiation Negotiation •• Manipulation Manipulationand andcooptation cooptation •• Coercion Coercion

The 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.

Lewin’s Three-Step Change Model Unfreezing

Refreezing

Change efforts to overcome the pressures of both individual resistance and group conformity.

Stabilizing a change intervention by balancing driving and restraining forces.

Driving Forces

Restraining Forces

Forces that direct behavior away from the status quo.

Forces that hinder movement from the existing equilibrium.

Lewin’s Three-Step Change Model

Assumptions that underlie the model  The change process involves learning something new, as well as discontinuing current attitudes, behaviours or organizational practices.  Change will not occur unless there is motivation to change. This is often the most difficult part of the change process.  People are the hub of all organizational changes. Any change, whether in terms of structure, group processes, reward systems, or job design requires individuals to change.  Resistance to change is found even when the goals of the change are highly desirable.  Effective change requires reinforcing new behaviours, attitudes and organizational practices.

Unfreezing the Status Quo

Kotter’s Eight-Step Plan for Implementing Change 1. 2. 3. 4. 5. 6. 7. 8.

Establish a sense of urgency by creating a compelling reason for why change is needed. Form a coalition with enough power to lead the change. Create a new vision to direct the change and strategies for achieving the vision. Communicate the vision throughout the organization. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. Plan for, create, and reward short-term “wins” that move the organization toward the new vision. Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Source: Based on J. P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996).

Action Research 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. Process ProcessSteps: Steps: 1.1. Diagnosis Diagnosis 2.2. Analysis Analysis 3.3. Feedback Feedback 4.4. Action Action 5.5. Evaluation Evaluation

Action Actionresearch researchbenefits: benefits: Problem-focused Problem-focusedrather rather than thansolution-centered. solution-centered. Heavy Heavyemployee employee involvement involvementreduces reduces resistance resistancetotochange. change.

Guidelines for change  Make only necessary and useful changes. avoid unnecessary changes.  Change by evolution not revolution  Recognize the possible effects of the change and introduce it with adequate attention to human needs  Share the benefit f change with employees  Diagnose the problems remaining after a change occur and treat them

Mastering Change: It’s Culture-Bound Questions Questionsfor forculture-bound culture-boundorganizations: organizations: 1.1. Do Dopeople peoplebelieve believechange changeisiseven evenpossible? possible? 2.2. How Howlong longwill willitittake taketotobring bringabout aboutchange changeininthe the organization? organization? 3.3. IsIsresistance resistancetotochange changegreater greaterininthis thisorganization organizationdue duetotothe the culture cultureofofthe thesociety societyininwhich whichititoperates? operates? 4.4. How Howwill willthe thesocietal societalculture cultureaffect affectefforts effortstotoimplement implement change? change? 5.5. How Howwill willidea ideachampions championsininthis thisorganization organizationgo goabout about gathering gatheringsupport supportfor forinnovation innovationefforts? efforts?

Work 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.

Work Stress and Its Management Constraints Forces that prevent individuals from doing what they desire. Demands The loss of something desired.

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

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) – Organization’s life stage (growth, stability, or decline)

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.

Consequences of Stress

High Levels of Stress

Physiological Symptoms

Psychological Symptoms

Behavioral Symptoms

A Model of Stress

Inverted-U Relationship between Stress and Job Performance

Managing Stress  Individual Approaches – – – –

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

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

ANY??????? THANK YOU