HUMAN BEHAVIOR IN ORGANIZATION

Organizational
Changed and stress
management
KARLA ARSENIA B.
AUMENTADO
 HUMAN BEHAVIOR IN ORGANIZATION

Organizational change
 What is Organizational Change?

Organizational change refers to the actions in which a

company or business alters a major component of its
organization, such as its culture, the underlying
technologies or infrastructure it uses to operate, or its
internal processes. Organizational change
management is the method of leveraging change to
bring about a successful resolution, and it typically
includes three major phases: Preparation,
implementation, and follow-through. (Harvard School
Online)
 What is causes Organizational Change ?

Some of the most common faced by managers

include:
 
• New leadership at the helm of the company or
within its departments
• Shifts in the organizational team structure
• The implementation of new technology
• The adoption of new business models
 Types of Organizational Change

1. Adaptive changes are small, incremental

changes organizations adopt to address needs
that evolve over time. Typically, these changes
are minor modifications and adjustments that
managers fine-tune and implement to execute
upon business strategies. Throughout the
process, leadership may add, subtract, or refine
processes.
 Types of Organizational Change

2. Transformational changes have a larger scale and

scope than adaptive changes. They can often involve a
simultaneous shift in mission and strategy, company or
team structure, people and organizational performance,
or business processes. Because of their scale, these
changes often take a substantial amount of time and
energy to enact. Though it's not always the case,
transformational changes are often pursued in response
to external forces, such as the emergence of a disruptive
new competitor or issues impacting a company’s supply
chain.
 Why Organizational Change is Important?

Organizational change is necessary for institution to succeed

and grow. Change management drives the adoption and usage of
change within the business. It allows employees to understand
and commit to the shift and work effectively during it.
Without effective organizational change management,
company transitions can be rocky and expensive in terms of both
time and resources. They can also result in lower employee
morale and competent skill development. Ultimately, a lack of
effective change management can lead the organization to fail.
Related Literatures
 Summarized Synthesis

 For the institution to grow they must embrace change.

(Hatch, 2009) changes also have influenced the
management educational organization. According to
Busher (2006), To innovate the school culture, social
interaction, provides healthy environment, organizing,
developing, ensuring a positive attitude (Kursunoglu.A &
Tanriogen.A. 2009) and the level of teaching and
learning there must be an effective leader because
school heads that make any changes have sophisticated
thoughts. (Fullan, 2001) Thus, Changes can be positive,
negative, or neutral. (Elmore, 2002)
 HUMAN BEHAVIOR IN ORGANIZATION

stress management
 What is STRESS ?

is the generalized, patterned unconscious mobilization of internal

energy resources that occur when a person is confronted with a
stressor, or that condition that causes stress. Quick et al. (1986) In
addition, defined stress as the response to physical or
psychological events perceived by the individual as potentially
causing harm or emotional distress. The symptoms of stress can
be internal or external. Baron and Byrne (1997)
 What is STRESS ?

According to Riches (1994), internal symptoms may include: feeling sick,

moody or having a headache. External symptoms may include: throwing
things, shaking with rage, weeping, etc. It is, however, possible for many
people to experience different levels of stress, even while working under the
same conditions. Signals of stress can also be behavioral and physiological.
Behavioral signals include feelings of weakness and faintness, attacking things
hurriedly, losing personal possessions, experiencing feelings of being
dominated by time or feeling oppressed by peers, as well as administrative
demands (Hansen, 1986).
 What is STRESS ?

Physiological signs include high blood pressure, jagged nerves,

intolerance to heat, backache, anxiety and failure in sexual
performance (Adegoroye, 1995). All these changes, according to
Okorie (1997), may result in abnormal functioning in the
workplace. According to her, chronic lateness for work,
sloppiness, absenteeism, staff turnover, feelings of not being
appreciated and decrease in work quality are also common
symptoms of stress that can affect staff morale and quality of
work.
 Summarized Synthesis

 For the institution to grow they must embrace change.

(Hatch, 2009) changes also have influenced the
management educational organization. According to
Busher (2006), To innovate the school culture, social
interaction, provides healthy environment, organizing,
developing, ensuring a positive attitude (Kursunoglu.A &
Tanriogen.A. 2009) and the level of teaching and
learning there must be an effective leader because
school heads that make any changes have sophisticated
thoughts. (Fullan, 2001) Thus, Changes can be positive,
negative, or neutral. (Elmore, 2002)
Related Literatures
 Summarized Synthesis

 Internally within the institution the factors like fewer

rewards, too many students, tight institutional policies,
poor relationship with the heads and colleagues, Role
Insufficiency, (Boyd, Lewin, & Sager, 2009; Forlin, 2001;
Sharpley, Reynolds, & Acosta, 1996, Gupta, N, 1981)
Role Ambiguity or unclear task assignment to teachers.
(Ijaya Y., 2000) Too much workload or role overload rush
paper works that makes teachers ineffective and bane.
(Nwagru C., 1997) Those are the factors that puts
pressure on teachers and ultimately causes them stress.
 Summarized Synthesis

 On the other hand, giving interventions such as

seminars, team building, small group discussion and
other activities will help teachers to release their
burdens. Lessen their level of stress, physical fatigue,
emotional exhaustion, cognitive weariness and all the
job burnouts. It also gives them the opportunity to
discover new things, innovate their learnings and build
harmonious relationship with their co-workers.
(Agbatogun, 2010, Ugwoke et al., 2018, Shimazu A., et.
Al. 2003)
 QUESTION

 Are you stress during this new normal situation

in our educational system? Why? Do you want

change?
 References

Alaba Olaoluwakotansibe Agbatogun (2010) Teachers’ Management of

Stress Using Information and Electronic Technologies, Journal of Social Sciences, 24:1, 1-7,
DOI:10.1080/09718923.2010.11892831

Forlin, C. (2001). Inclusion: identifying potential stressors for regular class teachers.

Educational Research, 43(3), 235–245. doi:10.1080/00131880110081017

Boyd, N G., Lewin, J. E., & Sager, A model of stress and coping and their influence on
individual and organizational outcomes, Journal of Vocational Behavior, 75(2)(2009), 197-
211

Sharpley, C.F., Reynolds, R., Acosta, A. and Dua, J.K. (1996), "The presence, nature and

effects of job stress on physical and psychological health at a large Australian university", 
Journal of Educational Administration, Vol. 34 No. 4, pp. 73 86. 
https://doi.org/10.1108/09578239610128630
 References

Gupta, N. (1981) Some sources and remedies of work stress among teachers (Eric
Documentation Reproduction Services No. ED 21496).

Nwagwu, C. C. (1997) The environment of crises in the Nigerian education system,

Comparative Education, 33(1), 87–95.
Ijaiya, Y. (2000) Teachers’ stress and UBE success: implications for educational planners.
Paper presented at the Nigerian Institute for Educational Planning and Administration
(NEPA), Ondo, Nigeria, 30–31 May.

Ugwoke, S. C., Eseadi, C., Onuigbo, L. N., Aye, E. N., Akaneme, I. N., Oboegbulem, A. I.,
Ezenwaji, I. O., Nwobi, A. U., Nwaubani, O. O., Ezegbe, B. N., Ede, M. O., Orji, C. T.,
Onuoha, J. C., Onu, E. A., Okeke, F., Agu, P., Omeje, J. C., Omeke, F., Ugwu, R., Arumede, F.,
… Eneh, A. (2018). A rational-emotive stress management intervention for reducing job
burnout and dysfunctional distress among special education teachers: An effect
study. Medicine, 97(17), e0475. https://doi.org/10.1097/MD.0000000000010475
 References

Shimazu, A., Okada, Y., Sakamoto, M., & Miura, M. (2003). Effects of Stress Management Program for
Teachers in Japan: A Pilot Study. Journal of Occupational Health, 45(4), 202–
208. doi:10.1539/joh.45.202 

Elmore, R. (2002) Bridging the gap between standards and achievement: The imperative for
professional development in education. Washington, DC: Albert Shanker Institute.

Hatch, T. (2009). Managing to change: How schools can survive (and sometimes thrive in turbulent
times). Columbia University, New York : Teachers College.

Busher.H. (2006). Understanding educational leadership: People, power and culture. Open University
Press.McGraw-Hill House. England.

Fullan, M. (2001). Leading in a cultural of change. San Francisco: Jossey- Bass A Wiley Imprint.

Kursunoglu.A & Tanriogen.A. (2009). The relationship between teachers’ perceptions towards
instructional leadership behaviors of their principal and teachers’ attitudes towards change. Procedia
Social and Behavioral Sciences. Vol 1. 252-258.