Professional Documents
Culture Documents
Organizational Change
and Stress Management
ORGANIZATIONAL BEHAVIOR
S 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
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint
PowerPoint Presentation
Presentation
All rights reserved. by
by Charlie
Charlie Cook
Cook
Forces
Forces for
for Change
Change
Force Examples
Nature of the workforce More cultural diversity
Aging population
Many new entrants with inadequate skills
E X H I B I T 18–1
E X H I B I T 18–1
E X H I B I T 18–1 (cont’d)
E X H I B I T 18–1 (cont’d)
Change
Making things different. Goals
Goalsof
ofPlanned
Planned
Change:
Change:
Planned Change
Improving
Improvingthe
theability
abilityof
of
Activities that are
the
theorganization
organizationto
to
intentional and goal adapt
adaptto
tochanges
changesininits
its
oriented. environment.
environment.
Changing
Changingthethebehavior
behavior
Change Agents
of
ofindividuals
individualsand
and
Persons who act as
groups
groupsininthe
the
catalysts and assume the organization.
organization.
responsibility for managing
change activities.
E X H I B I T 18–2
E X H I B I T 18–2
E X H I B I T 18–2 (cont’d)
E X H I B I T 18–2 (cont’d)
Unfreezing Refreezing
Change efforts to overcome Stabilizing a change
the pressures of both intervention by balancing
individual resistance and driving and restraining forces.
group conformity.
E X H I B I T 18–3
E X H I B I T 18–3
E X H I B I T 18–4
E X H I B I T 18–4
Action Research
A change process based on systematic collection of
data and then selection of a change action based on
what the analyzed data indicate.
Process
ProcessSteps:
Steps: Action
Actionresearch
researchbenefits:
benefits:
1.1. Diagnosis Problem-focused
Diagnosis Problem-focusedrather
rather
2.2. Analysis than
Analysis thansolution-centered.
solution-centered.
3.3. Feedback
Feedback Heavy
Heavyemployee
employee
4.4. Action involvement
Action involvementreduces
reduces
5.5. Evaluation resistance
Evaluation resistanceto
tochange.
change.
OD
ODValues:
Values:
1.1. Respect
Respectfor
forpeople
people
2.2. Trust
Trustand
andsupport
support
3.3. Power
Powerequalization
equalization
4.4. Confrontation
Confrontation
5.5. Participation
Participation
Sensitivity Training
Training groups (T-groups) that
seek to change behavior through
unstructured group interaction.
Provides increased awareness of
others and self.
Increases empathy with others,
improves listening skills, greater
openess, and increased tolerance
for others.
Team Building
High interaction among team members to
increase trust and openness.
Team
TeamBuilding
BuildingActivities:
Activities:
• • Goal
Goaland
andpriority
prioritysetting.
setting.
• • Developing
Developinginterpersonal
interpersonalrelations.
relations.
• • Role
Roleanalysis
analysistotoeach
eachmember’s
member’srole
roleand
and
responsibilities.
responsibilities.
• • Team
Teamprocess
processanalysis.
analysis.
© 2005 Prentice Hall Inc. All rights reserved. 18–16
Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)
Intergroup Development
OD efforts to change the attitudes, stereotypes, and
perceptions that groups have of each other.
Intergroup
IntergroupProblem
ProblemSolving:
Solving:
• • Groups
Groupsindependently
independentlydevelop
developlists
listsof
ofperceptions.
perceptions.
• • Share
Shareand
anddiscuss
discusslists.
lists.
• • Look
Lookfor
forcauses
causesof
ofmisperceptions.
misperceptions.
• • Work
Workto
todevelop
developintegrative
integrativesolutions.
solutions.
Appreciative Inquiry
Seeks to identify the unique qualities and special
strengths of an organization, which can then be built
on to improve performance.
Appreciative
AppreciativeInquiry
Inquiry(AI):
(AI):
• • Discovery:
Discovery:recalling
recallingthe
thestrengths
strengthsof
ofthe
theorganization.
organization.
• • Dreaming:
Dreaming:speculation
speculationon
onthe
thefuture
futureof
ofthe
the
organization.
organization.
• • Design:
Design:finding
findingaacommon
commonvision.
vision.
• • Destiny:
Destiny:deciding
decidinghow
howto
tofulfill
fulfillthe
thedream.
dream.
© 2005 Prentice Hall Inc. All rights reserved. 18–18
Technology
Technology in
in the
the Workplace
Workplace
Continuous Improvement Processes
– Good isn’t good enough.
– Focus is on constantly reducing the variability in the
organizational 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.
Innovation
Sources
Sourcesof ofInnovation:
Innovation:
A new idea applied
• • Structural
Structuralvariables
variables
to initiating or
improving a • • Organic
Organicstructures
structures
product, process, • • Long-tenured
Long-tenuredmanagement
management
or service. • • Slack
Slackresources
resources
• • Interunit
Interunitcommunication
communication
• • Organization’s
Organization’sculture
culture
• • Human
Humanresources
resources
Idea Champions
Learning Organization
Characteristics:
Characteristics:
An organization that has
developed the continuous 1.1. Holds
Holdsaashared
sharedvision
vision
capacity to adapt and 2.2. Discards
Discardsold
oldways
waysofof
change. thinking.
thinking.
3.3. Views
Viewsorganization
organizationasas
system
systemofofrelationships.
relationships.
4.4. Communicates
Communicatesopenly.
openly.
5.5. Works
Workstogether
togetherto
to
achieve
achieveshared
sharedvision.
vision.
E X H I B I T 18–6
E X H I B I T 18–6
Source: Based on P. M. Senge, The Fifth Discipline (New York: Doubleday, 1990).
© 2005 Prentice Hall Inc. All rights reserved. 18–23
Work
Work Stress
Stress and
and Its
Its Management
Management
Stress
A dynamic condition in which an individual is
confronted with an opportunity, constraint,
or demand related to what he or she desires
and for which the outcome is perceived to
be both uncertain and important.
High
High Levels
Levels
of
ofStress
Stress
Physiological
Physiological Psychological
Psychological Behavioral
Behavioral
Symptoms
Symptoms Symptoms
Symptoms Symptoms
Symptoms
E X H I B I T 18–10
E X H I B I T 18–10