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o r g a n i z a t i o n a l b e h a v i o r
stephen p. robbins
e l e v e n t h e d i t i o n
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ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N S 2005 Prentice Hall Inc.All rights reserved.
PowerPoint Presentationby Charlie Cook
Chapter 18
Organizational Changeand Stress Management
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2005 Prentice Hall Inc. All rights reserved. 182
After studying this chapter,you should be able to:
1. Describe forces that act as stimulants to
change.
2. Summarize the sources of individual and
organizational resistance to change.
3. Summarize Lewins three-step change model.
4. Explain the values underlying most OD efforts.
5. Contrast process reengineering andcontinuous improvement processes
6. Identify properties of innovative organizations.
LEA
R
NI
N
G
OB
JEC
TIV
ES
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2005 Prentice Hall Inc. All rights reserved. 183
After studying this chapter,you should be able to:
7. List characteristics of a learning organization.
8. Describe potential sources of stress.
9. Explain individual difference variables that
moderate the stressoutcome relationship.
LEA
RN
ING
OB
JEC
TIVE
S(contd)
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2005 Prentice Hall Inc. All rights reserved. 184
Forces for Change
E X H I B I T 181
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 music sharingDeciphering of the human genetic code
Economic shocks Rise and fall of dot-com stocks
200002 stock market collapse
Record low interest rates
Competition Global competitorsMergers and consolidations
Growth of e-commerce
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2005 Prentice Hall Inc. All rights reserved. 185
Forces for Change
E X H I B I T 181 (contd)
Force Examples
Social trends Internet chat rooms
Retirement of Baby Boomers
Rise in discount and big box retailers
World politics IraqU.S. war
Opening of markets in ChinaWar on terrorism following 9/11/01
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2005 Prentice Hall Inc. All rights reserved. 186
Managing Planned Change
Goals of Planned
Change:
Improving the ability of
the organization toadapt to changes in its
environment.
Changing the behavior
of individuals and
groups in the
organization.
ChangeMaking things different.
Planned Change
Activities that are
intentional and goaloriented.
Change Agents
Persons who act ascatalysts and assume theresponsibility for managingchange activities.
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2005 Prentice Hall Inc. All rights reserved. 187
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
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2005 Prentice Hall Inc. All rights reserved. 188
Sources of Individual Resistance to Change
E X H I B I T 182
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2005 Prentice Hall Inc. All rights reserved. 189
Sources of Organizational Resistance to
Change
E X H I B I T 182 (contd)
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Overcoming Resistance to Change
Tactics for dealing with resistance
to change:
Education and communication
Participation
Facilitation and support
Negotiation
Manipulation and cooptation
Coercion
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2005 Prentice Hall Inc. All rights reserved. 1811
The Politics of Change
Impetus for change is likely to come from outsidechange 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.
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2005 Prentice Hall Inc. All rights reserved. 1812
Lewins Three-Step Change Model
UnfreezingChange efforts to overcomethe pressures of bothindividual resistance andgroup conformity.
RefreezingStabilizing a changeintervention by balancingdriving and restraining forces.
Driving ForcesForces that direct behavior
away from the status quo.
Restraining ForcesForces that hinder movement
from the existing equilibrium.
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2005 Prentice Hall Inc. All rights reserved. 1813
Lewins Three-Step Change Model
E X H I B I T 183
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2005 Prentice Hall Inc. All rights reserved. 1814
Unfreezing the Status Quo
E X H I B I T 184
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Kotters Eight-Step Plan for Implementing Change
E X H I B I T 185
1. Establish a sense of urgency by creating a compelling reasonfor 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 organization.
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
organization toward the new vision.
7. Consolidate improvements, reassess changes, and makenecessary adjustments in the new programs.
8. 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).
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2005 Prentice Hall Inc. All rights reserved. 1816
Action Research
Process Steps:
1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation
Action research benefits:
Problem-focused rather
than solution-centered.
Heavy employee
involvement reduces
resistance to change.
Action Research
A change process based on systematic collection ofdata and then selection of a change action based onwhat the analyzed data indicate.
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2005 Prentice Hall Inc. All rights reserved. 1817
Organizational Development
OD Values:
1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
Organizational Development (OD)A collection of planned interventions, built onhumanistic-democratic values, that seeks to improveorganizational effectiveness and employee well-being.
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2005 Prentice Hall Inc. All rights reserved. 1818
Organizational Development Techniques
Sensitivity TrainingTraining groups (T-groups) thatseek to change behavior throughunstructured group interaction.
Provides increased awareness ofothers and self.
Increases empathy with others,improves listening skills, greateropeness, and increased tolerancefor others.
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2005 Prentice Hall Inc. All rights reserved. 1819
Organizational Development Techniques
(contd)
Survey Feedback Approach
The use of questionnaires to identify discrepanciesamong member perceptions; discussion follows
and remedies are suggested.
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Organizational Development Techniques
(contd)
Process Consultation (PC)
A consultant gives a client insights into what is goingon around the client, within the client, and between
the client and other people; identifies processes thatneed improvement.
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Organizational Development Techniques
(contd)
Team Building Activities:
Goal and priority setting.
Developing interpersonal relations. Role analysis to each members role and
responsibilities.
Team process analysis.
Team Building
High interaction among team members toincrease trust and openness.
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Organizational Development Techniques
(contd)
Intergroup Problem Solving:
Groups independently develop lists of perceptions.
Share and discuss lists.
Look for causes of misperceptions.
Work to develop integrative solutions.
Intergroup Development
OD efforts to change the attitudes, stereotypes, andperceptions that groups have of each other.
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2005 Prentice Hall Inc. All rights reserved. 1823
Organizational Development Techniques
(contd)
Appreciative Inquiry (AI):
Discovery: recalling the strengths of the organization.
Dreaming: speculation on the future of theorganization.
Design: finding a common vision.
Destiny: deciding how to fulfill the dream.
Appreciative Inquiry
Seeks to identify the unique qualities and specialstrengths of an organization, which can then be built
on to improve performance.
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2005 Prentice Hall Inc. All rights reserved. 1824
Contemporary Change Issues For Todays
Managers
How are changes in technology affecting the
work lives of employees?
What can managers do to help their organizations
become more innovative? How do managers create organizations that
continually learn and adapt?
Is managing change culture-bound?
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Technology in the Workplace
Continuous Improvement Processes
Good isnt good enough.
Focus is on constantly reducing the variability in theorganizational processes to produce more uniform
products and services. Lowers costs and raises quality.
Increases customer satisfaction.
Organizational impact
Additional stress on employees to constantly excel.
Requires constant change in organization.
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2005 Prentice Hall Inc. All rights reserved. 1826
Technology in the Workplace
Process Reengineering
Starting all over
Rethinking and redesigning organizational processes toproduce more uniform products and services.
Identifying the organizations distinctive competencieswhat it does best.
Assessing core processes that add value to the
organizations distinctive competencies.
Reorganizing horizontally by process using cross-functional and self-managed teams.
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2005 Prentice Hall Inc. All rights reserved. 1827
Contemporary Change Issues for Todays
Managers: Stimulating Innovation
Sources of Innovation:
Structural variables
Organic structures Long-tenured management
Slack resources
Interunit communication
Organizations culture
Human resources
Innovation
A new idea appliedto initiating or
improving aproduct, process,or service.
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2005 Prentice Hall Inc. All rights reserved. 1828
Contemporary Change Issues for Todays
Managers: Stimulating Innovation (contd)
Idea Champions
Individuals who take an innovation and actively and
enthusiastically promote the idea, build support,
overcome resistance, and ensure that the idea is
implemented.
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2005 Prentice Hall Inc. All rights reserved. 1829
Creating a Learning Organization
Characteristics:
1. Holds a shared vision
2. Discards old ways of
thinking.
3. Views organization as
system of relationships.
4. Communicates openly.
5. Works together toachieve shared vision.
Learning Organization
An organization that hasdeveloped the continuouscapacity to adapt and
change.
Source: Based on P. M. Senge, The Fifth Discipline (New York: Doubleday, 1990).
E X H I B I T 186
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2005 Prentice Hall Inc. All rights reserved. 1830
Creating a Learning Organization
Single-Loop Learning
Errors are corrected usingpast routines and present
policies.
Double-Loop Learning
Errors are corrected bymodifying the organizationsobjectives, policies, andstandard routines.
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Creating a Learning Organization
Fundamental Problems in Traditional
Organizations:
Fragmentation based on specialization.
Overemphasis on competition.
Reactiveness that misdirects attention to
problem-solving rather than creation.
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Managing a Learning Organization
Establish
a strategy
Redesign the
organizations
structure
Reshape the
organizations culture
Managing
Learning
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2005 Prentice Hall Inc. All rights reserved. 1833
Mastering Change: Its Culture-Bound
Questions for culture-bound organizations:
1. Do people believe change is even possible?
2. How long will it take to bring about change in the
organization?
3. Is resistance to change greater in this organization due
to the culture of the society in which it operates?
4. How will the societal culture affect efforts to implement
change?5. How will idea champions in this organization go about
gathering support for innovation efforts?
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Too Much Work, Too Little Time
E X H I B I T 187
With companies downsizing workers, those whoremain find their jobs are demanding increasing
amounts of time and energy. A national sample of
U.S. employees finds that they:
Feel overworked 54%
Are overwhelmed by workload 55%
Lack time for reflection 59%
Dont have time to complete tasks 56%
Must multi-task too much 45%
Source: Business Week, July 16, 2001, p. 12.
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Work Stress and Its Management
Stress
A dynamic condition in which an individual isconfronted with an opportunity, constraint,or demand related to what he or she desires
and for which the outcome is perceived tobe both uncertain and important.
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Work Stress and Its Management
Constraints
Forces that prevent individualsfrom doing what they desire.
Demands
The loss of somethingdesired.
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E X H I B I T 188Source: The Far Side by Gary Larsen 1995 & 1991 Farworks, Inc./Distributedby Universal Press Syndicate. Reprinted with permission. All rights reserved.
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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
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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)
Organizations life stage (growth, stability, or decline)
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Potential Sources of Stress (contd)
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
individuals 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 jobstress.
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Consequences of Stress
High Levels
of Stress
Physiological
SymptomsBehavioral
Symptoms
Psychological
Symptoms
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A Model of Stress
E X H I B I T 189
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Inverted-U Relationship between Stress and
Job Performance
E X H I B I T 1810
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Managing Stress
Individual Approaches
Implementing time management
Increasing physical exercise
Relaxation training
Expanding social support network
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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
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