Organizational

behaviour
Stress management
Development and change,
Stress management
Background of a stressed world

• It is a work-more economy
• Getting completely stuck into work makes people stop living their
life
• People have started quitting jobs earlier and started doing
something of their own
• Organizational change, smartphones and globalization is leading to
stress and unhealthy lifestyle
• Stats suggest 4,03,000 people die due to work related stress every
year/ 46 workers every hour
Stress

• An unpleasant psychological process that occur in response to

environmental pressures
• It depends on the situation when it is positive and when it is not
• Challenge stressors: workload, pressure to complete task and time urgency/
less strain
• Hindrance stressors: keep people away from reaching goals (office politics,
red tapism confusion over job etc.)
• Demands: responsibilities, pressures, obligations and uncertainties
individual face in workplace
• Resource: things within individual’s control that can be used to resolve
demands
 Potential source Consequences

Individual differences:

Environmental factors: Perception, job experience, social

economic uncertainty/ political support, belief in locus of Physiological
uncertainty ; technological control, self-efficacy, hostility) (Headache / blood pressure/
change
heart disease)

Organizational factors:
Task demand/ role demand, Psychological
interpersonal demands symptoms (anxiety
depression, decrease in job
satisfaction)
Experienced stress

Behavioural
Personal factor: symptoms:
Family problems, economic
problems, personality A model of (Productivity, turnover high,
absenteeism, turnover)
stress
Managing stress

• Individual approach:
• Lower anxiety
• Poor timeliness for work
• Relaxation technique
• Enhancing the limit to lower stress

• Organizational approach:
• Selection and placement
• Training
• Goal setting
• Redesigning
• Wellness program: focusses on employees total physical and mental conditions
Development
Organizational development

• Collection of change methods that try to improve organizational

effectiveness and employee well-being
• Values include: respect for people/ trust and support/ power
equalization/ confrontation/ participation
• Techniques of OD to change
• Sensitive training: groups that seek to change behaviour through unstructured
group interaction
• Survey feedback: identifying discrepancies among member perceptions,
discussion follows and remedy suggested
• Process consultation: meeting in which a consultant assists a client in perceiving,
understanding and acting upon process events which managers must deal with
Change
Resistance to change

• Egos are fragile, change can be threatening

• Individual
• Habit: tends to hold on to accustomed way of responses
• Security: holds on to their safety environment
• Economic factors: new job payment may be linked to performance
• Fear of the unknown: ambiguity and uncertainty
• Selective information processing: some people hear what they want to hear
and hence keep perceptions intact
Overcoming resistance to change

• Education and full communication with logic of change showcasing

the interest of the employees
• Participation of the employees in the process of change
• Building support and commitment through training, counselling,
providing confidence and motivating employees
• Managers should develop positive relationship with the
subordinates
• Implement the changes fairly through transparent and open
procedures
 Driving force: increasing
forces which direct behaviour
away from statuesque
Restraining force: decreasing
forces which hinder
movements away from
equilibrium
Both: both forces taken
together

Unfreezing Movement Refreezing

(changing to overcome the pressure (change process that transforms the (stabilizing a change intervention by
of both individual resistance and organization from statuesque to a balancing driving and restraining
group conformity) desired end state) force)

Lewin’s three-step change model

Model of change in organization