7/27/2019 lecture-12.ppt

1/25

10/3/2013 1

Managing Change and Stress

Lecture-12

7/27/2019 lecture-12.ppt

2/25

10/3/2013 2

18-2

Forces of Change

External

Demographic Characteristics

Technological Advancements

Shareholder, Customer, and MarketChanges

Social and Political Pressures The Need for Change

Internal

Human Resource Problem/Prospects

Managerial Behavior/Decisions

7/27/2019 lecture-12.ppt

3/25

10/3/2013 3

Forces that StimulateChange in Organizations

External forces that stimulatechange:

Demographic

characteristics Technological

advancements

Shareholder, Customer,

and Market changes

Social and political

pressures

7/27/2019 lecture-12.ppt

4/25

10/3/2013 4

Forces that StimulateChange in Organizations

Internal forces thatstimulate change:

Human resource problems High turnover

Perceptions of unfair treatment

ManagerialBehavior/Decisions Excessive interpersonal conflict

Inadequate direction or support

7/27/2019 lecture-12.ppt

5/25

10/3/2013 5

Types of OrganizationalChange

AdaptiveChange

InnovativeChange

RadicallyInnovative

Change

Reintroducing

a familiarpractice

Introducing a

practice newto theorganization

Introducing a

practice newto the industry

Degree of complexity,

cost, and uncertainty

Potential for

resistance to change

Low High

7/27/2019 lecture-12.ppt

6/25

10/3/2013 6

Lewins Change Model

Changing Provides new information, new behavioral

models, or new ways of looking at things

Refreezing Helps employees integrate the changed

behavior or attitude into their normal way ofdoing things

Unfreezing Creates the motivation to change

Benchmarking Data

Financial data, emerging trends

7/27/2019 lecture-12.ppt

7/25

10/3/2013 7

A Systems Model of Change

OrganizingArrangements

PeopleGoalsSocial

Factors

Methods

Target Elements of Change

Internal

Strengths

WeaknessesExternal

Opportunities

Threats

Inputs

Internal

Organizationallevel

Department/

group level

Individual level

Outputs

Strategy

7/27/2019 lecture-12.ppt

8/25

10/3/2013 8

Kotters Eight Steps for Leading OrganizationalChange

Create and implement a communication strategy thatconsistently communicates the new vision andstrategic plan

4) Communicate thechange-vision

Create a vision and strategic plan to guide thechange process

3) Develop a vision andstrategy

Create a cross-functional, cross-level group of peoplewith enough power to lead the change

2) Create the guidingcoalition

Unfreeze the organization by creating a compellingreason for why change is needed

1) Establish a sense ofurgency

DescriptionStep

7/27/2019 lecture-12.ppt

9/25

10/3/2013 9

Kotters Eight Steps for LeadingOrganizational Change

Reinforce the changes by highlighting connections

between new behaviors and processes andorganizational success

8) Anchor new approaches

in the culture

The guiding coalition uses credibility from short-terms wins to create change. Additional people arebrought into the change process as change cascadesthroughout the organization

7) Consolidate gains andproduce more change

Plan for and create short-term wins orimprovements

6) Generate short-term wins

Eliminate barriers to change, use target elements ofchange to transform the organization

5) Empower broad-basedaction

DescriptionStep

7/27/2019 lecture-12.ppt

10/25

10/3/2013 10

Organizational Development

OrganizationalDevelopment a setof techniques or

tools that are usedto implementorganizationalchange

7/27/2019 lecture-12.ppt

11/25

10/3/2013 11

How OD Works

7/27/2019 lecture-12.ppt

12/25

10/3/2013 12

Why People Resist Change in the

Workplace

1) An individuals

predisposition toward

change

2) Surprise and fear of theunknown

3) Climate of mistrust

4) Fear of failure5) Loss of status and/or job

security

7/27/2019 lecture-12.ppt

13/25

10/3/2013 13

Why People Resist Change in the Workplace

6) Peer pressure7) Disruption of cultural

traditions and/or group

relationships

8) Personality conflicts

9) Lack of tact and/or poor

timing

10)Nonreinforcing rewardsystems

11)Past success

7/27/2019 lecture-12.ppt

14/25

10/3/2013 14

Causes of Resistance to Change

7/27/2019 lecture-12.ppt

15/25

10/3/2013 15

Overcoming Resistance toChange

Can be very timeconsuming,expensive and stillfail

No other approachworks as well withadjustment problems

People are resistingbecause ofadjustment problems

Facilitation and Support

Can be very timeconsuming ifparticipators designan inappropriatechange

People whoparticipate will becommitted to theimplementation ofchange

The initiators do nothave all theinformation theyneed to design thechange & others haveconsiderable powerto resist

Participation andInvolvement

Can be very timeconsuming if lots ofpeople are involved

Once persuaded,people will oftenhelp withimplementation ofchange

There is a lack ofinformation orinaccurateinformation &analysis

Education andCommunication

DrawbacksAdvantagesCommonly Used inSituations Where:

Approach

7/27/2019 lecture-12.ppt

16/25

10/3/2013 16

Overcoming Resistance toChange

Can be very risky adleave people mad atthe initiators

It is speedy and canovercome any kindof resistance

Speed is essentialand where thechange initiatorspossess considerablepower

Explicit and ImplicitCoercion

Can lead to futureproblems if peoplefeel manipulated

It can be relativelyquick andinexpensive

Other tactics will notwork or are tooexpensive

Manipulation andCo-optation

Can be too expensivein may cases if italerts other tonegotiate forcompliance

Sometimes it is arelatively easy wayto avoid majorchange

Someone or somegroup will clearlylose out in a changeand where thatgroup has

considerable powerto resist

Negotiation andAgreement

DrawbacksAdvantagesCommonly Used inSituations Where:

Approach

7/27/2019 lecture-12.ppt

17/25

10/3/2013 17

Stress

Stressbehavioral, physical, orpsychological response to stressors

Stress is not merely nervous

tension

Stress can have positive

consequences

Stress is not something to be

avoided The complete absence of stress is

death

Stress is inevitable

7/27/2019 lecture-12.ppt

18/25

10/3/2013 18

Occupational StressPotential Stressors Outcomes

Individual Level

Group Level

Organizational Level

Extraorganizational

Level

Psychological/Attitudinal

Behavioral

Cognitive

Physical Stress

CognitiveAppraisal

CopingStrategies

Moderators

7/27/2019 lecture-12.ppt

19/25

10/3/2013 19

Stressors

Cognitive Appraisal of Stressors Primary Appraisal determining whether a

stressor is irrelevant, positive, or stressful

Secondary Appraisal assessing what mightand can be done to reduce stress

Coping Strategies

Control Escape

Symptom management

7/27/2019 lecture-12.ppt

20/25

10/3/2013 20

Social Support

SocialSupportamountof helpfulness derivedfrom social

relationships

Hardinesspersonalitycharacteristic thatneutralizes stress

7/27/2019 lecture-12.ppt

21/25

10/3/2013 21

Type A Behavior Pattern

Type A BehaviorPattern aggressively

involved in a chronic,determined struggle toaccomplish more in

less time

7/27/2019 lecture-12.ppt

22/25

10/3/2013 22

18-22

Type A Characteristics

1) Hurried speech; explosive accentuation ofkey words

2) Tendency to walk, move, or eat rapidly

3) Constant impatience with rate at which mostevents take place

4) Strong preference for thinking of or doing

two or more things at once5) Tendency to turn conversations around to

personally meaningful subjects or themes

7/27/2019 lecture-12.ppt

23/25

10/3/2013 23

Type A Characteristics

6) Tendency to interrupt while others arespeaking to maker your point or to completetheir thought in your own words.

7) Guilt feelings during periods of relaxation or

leisure time.

8) Tendency to be oblivious to surroundingsduring daily activities

9) Greater concern for things worth havingthan with things worth being.

7/27/2019 lecture-12.ppt

24/25

10/3/2013 24

10)Tendency to schedule more and more in lessand less time; a chronic sense of time urgency

11)Feelings of competition rather than compassionwhen faced with another Type A person

12)Development of nervous tics or characteristicgestures

13)A firm belief that success is due to the ability toget things done faster than the other guy

14)A tendency to view and evaluate personalactivities and the activities of other people interms of numbers

Type A Characteristics

7/27/2019 lecture-12.ppt

25/25

10/3/2013 25

Stress-Reduction Techniques

Irrational or maladaptive thoughts areidentified and replaced with those that arerational or logical.

4) Cognitive Restructuring

The relaxation response is activated byredirecting ones thoughts away fromoneself; a four-step procedure is used toattain passive stress-free state of mind

3) Meditation

A machine is used to train people to detect

muscular tension; muscle relaxation is thenused to alleviate this symptom of stress

2) Biofeedback

Uses slow deep breathing and systematicmuscle tension reduction.

1) Muscle Relaxation

DescriptionTechnique

An interdisciplinary approach that goesbeyond stress reduction by advocating thatpeople strive for personal wellness in all

aspects of their lives

5) Holistic wellness