Organizational Change And Development_sem1

Organizational Change and Stress Management

Learning Objectives • Describe the forces that stimulate change • Learn about planned/unplanned changes • Learn how individuals and organizations resist change • Discuss overcoming resistance to change • Learn about Lewin’s change model • Describe potential sources of stress • Learn how individual variables moderate the stress-outcome relationship

The Downsizing Job Market Question

Responses

Have you or someone in your household been forced to work fewer hours or take a cut in pay?

Reduced hours = 15% Cut in pay = 35% Both = 17%

Have you or someone in your household been required to work more hours than usual?

Yes = 54%

Has the fear of losing your job caused you to cut back your spending?

Cut back severely = 35% Cut back moderately = 55%

What changes would you be willing to make to keep your present job?

Get more education or training = 93% Work longer hours = 82% Take fewer vacation days = 71% Accept smaller benefits = 53% Accept a lower wage = 44%

.

Workforce World Politics

Social Trends

Technology

Forces For Change Competition

Economic Shocks

Planned and Unplanned Organizational Changes Organizational Change planned Changes • Changes in products and services • Changes in administrative systems • Changes in organizational size or structure • Introduction of new technologies • Advances in information processing and communication

Unplanned Changes • Changing employee demographics • Performance gaps • Governmental regulations • Economic competition in the global arena

What Can Change Agents Change?

Structure

Technology

Physical Setting

People

Structure, Technology, and People as Targets of Organizational Change Structure

Technology

People

Organizational Change

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 Selective Information Processing

Force of Habit

Individual

Fear of the Unknown

Need for Security Economic Factors

Overcoming Resistance to Change Education and Communication

Participation

Negotiation

Facilitation and Support

Manipulation and Cooptation

Coercion

Organizational Change

Unfreezing

Changing

Refreezing

Lewin’s Three-Step Process

Unfreezing the Status Quo Desired State Restraining Forces

Status Quo Driving Forces Time

Action Research Process One:

Diagnosis

Three:

Feedback Five:

Evaluation Two:

Analysis

Four:

Action

Survey Feedback: An Overview

Data Collection Employees complete surveys to provide information about problems in their organization

Feedback Feelings about the organization are summarized and shared with all employees

.

Develop Action Plans Through group discussions, specific plans for overcoming problems are identified and developed

Organizational Development • Respect for people • Trust and support • Power equalization • Confrontation • Participation

Five OD Interventions • Intergroup development • Process consultation • Sensitivity training • Survey feedback • Team building

Sources of Innovation Human Resources Structural Variables Organizational Culture