Organizational Change And Stress Management

Front 1

Forces of change

Back 1

1. changing nature of the work (multicultural, outsourcing, demographic changes, immigration)

2. technology

3. economic shocks (housing and financial sectors)

4. competition (globalization)

5. social trends (media, "green")

6. world politics

Front 2

Resistance to change

Back 2

can be positive if leaders open it to discussion and debate

change agents can modify the change to fit the organization and its members

when change is treated as a threat rather than a point of discussion than it increases dysfunctional conflict

Front 3

Overt and immediate resistance

Back 3

easier to deal with
- complaints
- work slow down
- strike threat

Front 4

Implicit / deferred resistance

Back 4

much harder to deal with
- loss of loyalty
- loss of motivation
- increased errors and absenteeism

difficult to recognize

Front 5

Individual sources of resistance to change

Back 5

reside in human characteristics like perception, personalities, and needs

Habit

Security - sense a threat to safety

economic factors - fears that individuals won't be able to adapt and perform new tasks or routines to previous standards (more common when change has to do with productivity)

Fear of the unknown

selective info processing / perception

Front 6

Organizational sources of of resistance to change

Back 6

structural inertia - don't want to change formal regulations or built in selection processes

limited focus of change

group inertia - group norms to resist change impact individuals who adopt change

threat to expertise

threat to established power relationships

threat to established resource allocations

Front 7

Overcoming resistance to change

Back 7

1. education and communication
- communicating logic - rational persuasion decreases misinformation and poor communication

2. participation
3. building support and commitment
- counseling
-new skill training
reduces fear and anxiety

4. develop positive relationships
-more likely to adopt if trust managers / credibility

5. implement change fairly
- politicking and understanding and performance

6. selecting people who accept change
-positive attitudes

Front 8

Lewin's three step change model

Back 8

1. unfreezing
2. moving
4. refreezing

must happen quickly

Front 9

Unfreezing phase

Back 9

moving from the status quo / equilibrium while overcoming pressures of both individual resistance and group conformity

unfreezing happens one of three ways
1. driving forces (direct behavior away from status quo) can be increased
2. restraining forces (hinder movement away from equilibrium) can be decreased
3. combine the two approaches

restraining forces are more common in organizations that have had successful change in the fact because people question the need for more change

organizations with strong cultures excel at incremental change but are overcome by restraining forces against radical change

to achieve this you must
1. arouse dissatisfaction with current state
2. create rewards
3. strengthen management support
4. get people to participate

Front 10

Moving phase

Back 10

1. maintain two way communication
2. establish goals
3. institute smaller acceptable changes
4. develop management structure for change

Front 11

Refreezing stage

Back 11

must be refrozen so change can be sustained
if not done that return to old equilibrium state

1. reward desired behavior
2. develop structures to institutionalize change
3. build success experiences

Front 12

Kotter's 8 step plan for implementing change

Back 12

1. establish sense of urgency - explain why change is needed
2. form a coalition with enough power to lead the change
3. create a new vision to direct the change and strategies for achieving the vision
4. communicate the vision throughout the org
5. empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving
6. plan for, create, and reward short term "wins" that move the org towards new mission
7. consolidate improvements, reassess changes, and make necessary adjustments in the new programs
8. reinforce the changes by demonstrating the relationship between new behaviors and organizational success

Front 13

Kotter's reasons why changes fail

Back 13

- failure to create a sense of urgency about need for change
- failure to create a vision for change and communicate it
- failure to remove obstacles that could impede changes vision
-failure to have short term achievable goals
- failure to anchor changes to organization culture

Front 14

Organizational Development

Back 14

collection of change methods that help improve organizational effectiveness and employee wellbeing

value human and organizational growth, collaborative and participative processes, and a spirit of inquiry

Front 15

Underlying values in most OD efforts

Back 15

1. respect for people
2. trust and support
3. power equalization
4. confrontation
5. participation

Front 16

OD techniques for bringing out changes

Back 16

1. survey feedback
- helps identify problems and clarify issues

2. process consultation
- higher an outside consultant to help manager perceive, understand and act on events
- similar to sensitivity training = deal with interpersonal problems and emphasize involvement BUT more task directed

3. team building
- high interaction group group activities to increase trust and openness
- goal setting
- develop interpersonal relations
- role analysis

4. intergroup development
- change attitudes, stereotypes and perceptions
- focus on differences

5. appreciative inquiry
- focuses on org success
four steps: a) discovery b) dreaming c) designing d) destiny

Front 17

Creating a culture for change

Back 17

- stimulate a culture for innovation (specialized kind of change applied to initiating or improving a product)

- innovative orgs have similar culture understand that failures are a natural by product and don't reward lack of failure

- train employees, offer job security, encourage individuals to become champions of change

Front 18

sources of innovation

Back 18

structural variables have been the most studied potential source of innovation:
1. organic structures facilitate more innovation because wide spans of control, decentralization, and low formalization
2. management tenure provides legitimacy and knowledge of how to accomplish tasks and obtain desired outcomes
3. slack resources - afford to purchase innovations, bear the cost of instituting them and absorb failure costs
4. interunit communication must be high (matrix)

Front 19

Idea champions

Back 19

once a new idea is developed these people actively and enthusiastically promote, support, and overcome resistance for it to ensure it is implemented

traits: high self confidence, persistence, energy, tendency to take risks similar to transformational leadership

Front 20

Stress

Back 20

dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important

Front 21

challenge stressors

Back 21

stressors associated with workload, pressures to complete tasks, and time urgency

improves job performance in a supportive work enviro

Front 22

hindrance stressors

Back 22

stressors that keep you from reaching your goals
ex) office politics, confusion about responsibility

role conflict, role ambiguity, job insecurity, enviro uncertainty, situational constraints all negatively impact job performance

Front 23

Commitment and stress

Back 23

higher commitment to an organization allows stress to be transferred into a greater focus and higher sales performance

low levels of commitment perform worse under stress

when challenges of stress increases those with high level of organizational support have higher role based performance

Front 24

Demands

Back 24

responsibilities, pressures, obligations, and uncertainties individuals face in the work place

Front 25

resources

Back 25

things within the individuals control that he or she can use to resolve the demands

Front 26

demands resources model

Back 26

the extent that you can apply resources to the demands on you - being prepared, placing the exam in perspective, or obtaining social support - you feel less stress

adequate resources help reduce stress when demands and resources math

equally as important to have resources to offset the stress as are the demands that cause it to increase

Front 27

Consequences of stress

Back 27

1. Physiological
2. psychological
3. behavioral

Front 28

Psychological symptoms of stress

Back 28

job dissatisfaction - simplest most obvious symptom
- arises from conflicting demands and lack of clarity about duties, authority, and responsibility, lack of control

tension, anxiety, irritability, boredom, procrastination

overall jobs that provide a low level of variety, significance, autonomy, feedback and and identity tend to have high stress and low satisfaction

Front 29

behavioral symptoms

Back 29

change in eating habits
increased smoking
drinking
rapid speech
fidgeting
lack of sleep

Front 30

Managing stress - individual approaches

Back 30

individual approaches (because management sees stress as functional to get adrenaline pumping)
- time management
- increased physical exercise
- relaxation training
- expand social support network

Front 31

Managing stress - organizational approaches

Back 31

managers can reduce the hindrance stress that results from role and task problems
- good selection and placement of employees (little experience or loss of control = stress)

-realistic and clear goal setting (work better when they have specific and challenging goals that they receive feedback about specific goals = more attainable)

- redesign jobs - give employees more responsibility, more meaningful work, autonomy, and increased feedback

- training (increases self-efficacy)

- increased employee involvement

- better communication

- sabbaticals

- corporate wellness programs (help people quit smoking, control drinking)

Front 32

Types of change

Back 32

Transaction: keep doing what you're doing but better, faster, cheaper --- plan, do, check, act model good never enough

Transitional: other organizations have implemented for success so we will too, more complex -- process

Transformational: a complete change that that will put you at the forefront of your industry

Front 33

Learning Organization

Back 33

One that has developed a continuous capacity to accept change

single loop learning is correcting errors based on past routines and present policies

double loop learning is correcting errors by changing organizational policies, routines, and objectives