Organizational Behavior MKT-502
Engr. Zulker NayenCell no: 016 11 96 5426
ORGANISATIONAL CHANGE AND STRESS MANAGEMENT
Planned change may happen through –
First order change
continuous process. This is slow subtle incremental changes in theorganisation. Organisation continues to improve through small changes (
Favourite of the Japanese and Toyota Motors Corporation
Second Order change
Multidimensional, Multilevel, discontinuous,
(Boeing in currently undergoing radical, multidimensional change on account of slump in the airline business).
Change in an organization may be managed by
- Can be managers, non managers,employees or outside experts. Recent trends suggest
increased reliance on temporary outsideconsultants.
WHAT TO CHANGE
Changes can come in
work specialization, span of control, organizational designs
.Changing conditions demand structural changes.
structure is defined by
how tasks are formally divided, grouped andcoordinated
. For change, one or more of the key elements may be redesigned –departmental responsibilities may be combined,
layers removed, spans of controlwidened
to make organization flatter and less bureaucratic.
Rules and procedures
(service rules) can be implemented to increase standardization.Increase decentralization to speed up decision making process.
Major Technological changes usually involve
introduction of new equipment, tools,methods – automation, computerization
. Steelmakers are now building
instead of giants. Increased
use of outsourced products
brings in leanorganizations.
(If the Automobile industry had to manufacture all the components what would be the size of the unit?)
Automation replaces humans through machines.
Computerisation is the most visibletechnological changer that has taken place.
Office settings increasingly are designed in a
– greater communication,open systems, level of lights, fatigue, boredom etc.
Helping individuals and groups within organizations to work more effectively together-
changing attitudes, behaviour through the process of communication, decisionmaking, problem solving.
RESISTANCE TO CHANGE
Studies indicate that
organizations and their members resist change
.In a sense it is positive since it provides a
degree of stability and predictability to behaviour
. Inthe absence of resistance, organizational behaviour would bring
chaos and confusion
. Resistance canbring in
generating healthy debate.
Resistance can be
overt, implicit, immediate or deferred
. Organisations prefer overt or immediateresistance (slowdown, threatens or strikes).Greater difficulty is implicit or deferred resistance. Implicit resistance can lead to
loss of motivation,increased errors, increased absenteeism.
Deferred resistance does not clearly give the link between source of resistance and the reaction to it.