O R G A N I Z AT I O N A L

CHANGE AND STRESS

MANAGEMENT
Disusun Oleh:
N i k e n A m a l i a H a n u m Pe r t i w i (F0316077)
Nur Afni Damayanti (F0316078)
P r a b aw a t i Ke s u m a B r a t a (F0316080)
FORCES FOR CHANGE

• No company today is in a particularly

stable environment. Even those with
dominant market share must change,
sometimes radically.
PLANNED CHANGE

• What are the goals of planned change?

1. it seeks to improve the ability of the organization to adapt to changes in its environment
2. it seeks to change employee behavior
• Who in organizations is responsible for managing change activities?
The answeris change agents .
• They see a future for the organization that others have not identified, and they are able to
motivate, invent, and implement this vision
 RESISTANCE TO CHANGE
• Resistance to change can be positive if it
leads to open discussion and debate.
Overcoming Resistance to Change
Education and Communication
Participation
Building Support and Commitment
Develop Positive Relationships
Implementing Changes Fairly
Manipulation and Cooptation
Selecting People Who Accept Change
Coercion
• Politics suggests the impetus for change is more
likely to come from outside change agents,
employees new to the organization (who have
less invested in the status quo), or managers
slightly removed from the main power structure.
APPROACHES TO MANAGING
ORGANIZATIONAL CHANGE
KOT T E R ’ S E I G H T- S T E P P L A N
LEWIN’S THREE-STEP MODEL FOR IMPLEMENTING CHANGE
• Kurt Lewin argued that successful change • Kotter began by listing common mistakes
in organizations should follow three steps: managers make when trying to initiate
unfreezing the status quo, movement change.
to a desired end state, and refreezing the
new change to make it permanent.
APPROACHES TO MANAGING
ORGANIZATIONAL CHANGE
AC T I O N R E S E A R C H
• Action research is a change process based on
the systematic collection of data and selection of
a change action based on what the analyzed data
indicate.
• Action research consists of five steps (note how
they closely parallel the scientific method):
diagnosis, analysis, feedback, action, and evaluation.
O R G A N I Z AT I O N A L
DEVELOPMENT
• Organizational development (OD) is a
collection of change methods that try to improve
organizational effectiveness and employee well-
being.
• OD methods value human and organizational
growth, collaborative and participative processes,
and a spirit of inquiry.
• These are the underlying values in most OD
efforts: Respect for people, Trust and
support, Power equalization, Confrontation,
Participation.
WORK STRESS AND ITS
MANAGEMENT
W H AT I S S T R E S S ?
• Stress is a 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
WORK STRESS AND ITS
MANAGEMENT
P OT E N T I A L S O U R C E S O F Individual Differences
STRESS
• Environmental Factors • perception,
• Organizational Factors • job experience,
• Personal Factors • social support, and
• Stressors Are Additive • personality
WORK STRESS AND ITS
MANAGEMENT
CONSEQUENCES OF STRESS Managing Stress
• Physiological Symptoms • Individual Approaches
• Psychological Symptoms • Organizational Approaches
• Behavioral Symptoms
SUMMARY AND IMPLICATIONS FOR
MANAGERS
• Change was an integral part in our discussion of each.
• If environments were perfectly static, if employees’ skills and abilities were always up to date
and incapable of deteriorating, and if tomorrow were always exactly the same as today,
organizational change would have little or no relevance to managers. But the real world is
turbulent, requiring organizations and their members to undergo dynamic change if they are to
perform at competitive levels.