organizational change and stress management
TRANSCRIPT
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Organizational BehaviorOrganizational Change And
Stress Management
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Group Members Shaheen Huraima Sadia Memoona Kainat Faiza Samra Humaira Sana
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The term CHANGE refers to any alteration which occurs work environment of an organization.
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External Forces
TechnologyFaster, cheaper and more mobile
Economic Shocks Global Recession
CompetitionGlobal Marketplace
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Internal Forces Nature of the Workforce
Greater Diversity Change in Managerial Personnel
Replacement of Managers Deficiencies in Existing Management
Structure Unmanageable span of Management
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Planned ChangeCHANGE
Making things different.Planned Change
Activities that are intentional and goal oriented.Goals of planned change
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Change AgentsPersons who act as catalysts and assume the responsibility for managing change activities.
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Resistance to change Resistance to change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them.
Key words here are 'perceive' and 'threat'. The threat need not be real or large for resistance to occur.
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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.
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Individuals resist change for a variety of reasons. Here are some reasons why individuals may resist change :
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Six major sources of organizational resistance have been identified.
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Overcoming Resistance To
Change :Seven tactics can help change agents
deal with resistance to change.
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Education and communication- Show those effected the logic behind the change.
Participation- Participation in the decision process lessens resistance.
Building Support and commitment- Counseling, therapy, or new skills training.
Implementing Change Fairly- Be consistent and procedurally fair.
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Manipulation and Cooptation- ‘’Spinning’’ the message to gain.
Selecting people who accept change
- Hire people who enjoy change in the first place. Coercion- Direct threats and force.
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The Politics of Change
Impetus for change is likely to come from outside change agents, new employees, or managers outside the main power structure.
Internal change agents are most threatenedBy their loss of status in the organization.
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Long-time power holders tend to implement incremental but not radical change. The outcomes of power struggles in the organization will determine the speed and quality of change.
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Approaches to managing Organizational Change….
There are four main approaches to managing the organizational change….1. Lewin’s classic three step model2. Kotter’s eight step plan3. Action Research4. Organizational development
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Lewin’s Three-Step Model
Unfreezing Movement Refreezing
Kurt Lewin argued that successful change In organizations should follow three steps:
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• Changing to overcome the pressure of both individual resistance & group conformity.Unfreezi
ng
• A change process that transforms the organization from the status quo to a desired end state.
Movement • Stabilizing a
change intervention by balancing driving & restraining forces.
Refreezing
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Unfreezing must happen in one of three ways
Forces that hinder
movement from the existing equilibrium.
Forces that direct
behavior away from the
status quo.
Restraining
Forces
Driving Forces
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2:- Kotter’s Eight step Plan
1. Create urgency2. Form a powerful coalition3. Create a vision for change4. Communicate the vision…5. Remove Obstacles.6. Create short term Wins.7. Build on the change.8. Anchor the changes in corporate
culture.
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Action ResearchA change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.
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Action research consist of five steps:-
i. Diagnosisii. Analysisiii. Feedbackiv. Actionv. Evaluation
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Organizational development
“ A collection of planned change intervention built humanistic democratic
values that seek to improve organizational effectiveness and
employee well being. “
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These are the underlying values in most OD efforts :-
Respect for people Trust and support Power and equalization Confrontation Participation
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Six techniques are used in OD(organizational development)
I. Sensitivity trainingII. Survey FeedbackIII. Process consultationIV. Team buildingV. Intergroup developmentVI.Appreciative inqurey
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Creating a culture of change
Ability of an organization to embrace change, new things.
Two ways of creating a culture for change: 1: Stimulating a Culture of Innovation 2: Creating a Learning Organization
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Stimulating Culture of Innovation
There are different factors that stimulate a culture of innovation like: Acceptance Embrace Change Encourage Employees
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Innovation: A new idea applied to initiating or improving a product, process or service.
Sources Of Innovation Organic Structure Long Tenure in Management Slack of Resources Interunit Communication
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Idea Champions
Individuals who take an innovation and actively promote the ideas overcome resistance , and ensure that the idea is implemented.
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Creating a learning Organization
Learning Organization:An organization that has developed
the continuous capacity to adapt and change.
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Single-loop Learning
A process of correcting errors using past routines and present policies.
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Double-loop LearningA process of correcting errors by modifying the organization’s objectives policies and standard routines.
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Managing Learning Establishing Strategy Redesign the organization’s structure
› Flatten structure and increase cross functional activities
Reshaping the org’s culture› Reward risk-taking and intelligent mistakes
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Work Stress and Its Management: What is Stress?
An unpleasant psychological process that occurs in response to environmental pressures
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Challenge Stressors:o Stress associated with workload, pressure to complete tasks, and time urgency
Hindrance Stressors:o stress that keeps you
from reaching your goals such as red tape
Types of Stress:
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Demand-Resources Model of Stress Demands:
Responsibilities, pressures, obligations, and uncertainties in the workplace
Resources:Things within an individual’s control that can be used to resolve demand
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Potential sources of stressThere are three potential stressors
which are as follows :-
Environmental factors Organizational factors Personal factors
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Differences :Individual differencesCultural differencesConsequences of stress
• Physiological symptoms
• Psychological symptoms
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MANAGING STRESS Low to moderate level of stress can be functional and lead to higher performance, management may not be concerned when employees experience them
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MANAGING STRESS
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Two approaches to manage stress: Individual approaches Organizational approaches
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Individual Approaches:Implementing time managementIncreasing physical exerciseRelaxation trainingExpanding social support network
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Organizational Approaches: Improved personnel selection and job placement Training Redesigning of job Increased employee involvement Improved organizational communication
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Any Question…