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
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All rights reserved. by
by Charlie
Charlie Cook
Cook
 After
After studying
studying this
this chapter,
OBJECTIVES
chapter,
you
you should
should be
be able
able to:
to:
1. Describe forces that act as stimulants to
change.
2. Summarize the sources of individual and
LEARNING

organizational resistance to change.

3. Summarize Lewin’s three-step change model.
4. Explain the values underlying most OD efforts.
5. Contrast process reengineering and
continuous improvement processes
6. Identify properties of innovative organizations.

© 2005 Prentice Hall Inc. All rights reserved. 18–2

 After
After studying
studying this
this chapter,
O B J E C T I V E S (cont’d)
chapter,
you
you should
should be
be able
able to:
to:
7. List characteristics of a learning organization.
8. Describe potential sources of stress.
9. Explain individual difference variables that
moderate the stress–outcome relationship.
LEARNING

© 2005 Prentice Hall Inc. All rights reserved. 18–3

 Forces
Forces for
for Change
Change
Force Examples
Nature of the workforce More cultural diversity
Aging population
Many new entrants with inadequate skills

Technology Faster, cheaper, and more mobile computers

On-line music sharing
Deciphering of the human genetic code

Economic shocks Rise and fall of dot-com stocks

2000–02 stock market collapse
Record low interest rates

Competition Global competitors

Mergers and consolidations
Growth of e-commerce

E X H I B I T 18–1
E X H I B I T 18–1

© 2005 Prentice Hall Inc. All rights reserved. 18–4

 Forces
Forces for
for Change
Change
Force Examples
Social trends Internet chat rooms
Retirement of Baby Boomers
Rise in discount and “big box” retailers

World politics Iraq–U.S. war

Opening of markets in China
War on terrorism following 9/11/01

E X H I B I T 18–1 (cont’d)
E X H I B I T 18–1 (cont’d)

© 2005 Prentice Hall Inc. All rights reserved. 18–5

 Managing
Managing Planned
Planned Change
Change

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.

© 2005 Prentice Hall Inc. All rights reserved. 18–6

 Resistance
Resistance to
to Change
Change
Forms of Resistance to Change
– Overt and immediate
• Voicing complaints, engaging in job actions

– Implicit and deferred

• Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism

© 2005 Prentice Hall Inc. All rights reserved. 18–7

 Sources
Sources of
of Individual
Individual Resistance
Resistance to
to Change
Change

E X H I B I T 18–2
E X H I B I T 18–2

© 2005 Prentice Hall Inc. All rights reserved. 18–8

 Sources
Sources of
of Organizational
Organizational Resistance
Resistance to
to
Change
Change

E X H I B I T 18–2 (cont’d)
E X H I B I T 18–2 (cont’d)

© 2005 Prentice Hall Inc. All rights reserved. 18–9

 Overcoming
Overcoming Resistance
Resistance to
to Change
Change

Tactics
Tacticsforfordealing
dealingwith
with
resistance
resistancetotochange:
change:
•• Education
Educationandandcommunication
communication
•• Participation
Participation
•• Facilitation
Facilitationand
andsupport
support
•• Negotiation
Negotiation
•• Manipulation
Manipulationand
andcooptation
cooptation
•• Coercion
Coercion

© 2005 Prentice Hall Inc. All rights reserved. 18–10

 The
The Politics
Politics of
of Change
Change
 Impetus for change is likely to come from outside
change agents.
 Internal change agents are most threatened by
their loss of status in the organization.
 Long-time power holders tend to implement only
incremental change.
 The outcomes of power struggles in the
organization will determine the speed and quality
of change.

© 2005 Prentice Hall Inc. All rights reserved. 18–11

 Lewin’s
Lewin’s Three-Step
Three-Step Change
Change Model
Model

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.

Driving Forces Restraining Forces

Forces that direct behavior Forces that hinder movement
away from the status quo. from the existing equilibrium.

© 2005 Prentice Hall Inc. All rights reserved. 18–12

 Lewin’s
Lewin’s Three-Step
Three-Step Change
Change Model
Model

E X H I B I T 18–3
E X H I B I T 18–3

© 2005 Prentice Hall Inc. All rights reserved. 18–13

 Unfreezing
Unfreezing the
the Status
Status Quo
Quo

E X H I B I T 18–4
E X H I B I T 18–4

© 2005 Prentice Hall Inc. All rights reserved. 18–14

 Kotter’s
Kotter’sEight-Step
Eight-Step Plan
Plan for
for Implementing
Implementing Change
Change

1. Establish a sense of urgency by creating a compelling reason

for why change is needed.
2. Form a coalition with enough power to lead the change.
3. Create a new vision to direct the change and strategies for
achieving the vision.
4. Communicate the vision throughout the organization.
5. Empower others to act on the vision by removing barriers to
change and encouraging risk taking and creative problem
solving.
6. Plan for, create, and reward short-term “wins” that move the
organization toward the new vision.
7. Consolidate improvements, reassess changes, and make
necessary adjustments in the new programs.
8. Reinforce the changes by demonstrating the relationship
between new behaviors and organizational success.
E X H I B I T 18–5
E X H I B I T 18–5
Source: Based on J. P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996).
© 2005 Prentice Hall Inc. All rights reserved. 18–15
 Action
Action Research
Research

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.

© 2005 Prentice Hall Inc. All rights reserved. 18–16

 Organizational
Organizational Development
Development

Organizational Development (OD)

A collection of planned interventions, built on
humanistic-democratic values, that seeks to improve
organizational effectiveness and employee well-being.

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

© 2005 Prentice Hall Inc. All rights reserved. 18–17

 Organizational
Organizational Development
Development Techniques
Techniques

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.

© 2005 Prentice Hall Inc. All rights reserved. 18–18

 Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)

Survey Feedback Approach

The use of questionnaires to identify discrepancies
among member perceptions; discussion follows
and remedies are suggested.

© 2005 Prentice Hall Inc. All rights reserved. 18–19

 Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)

Process Consultation (PC)

A consultant gives a client insights into what is going
on around the client, within the client, and between
the client and other people; identifies processes that
need improvement.

© 2005 Prentice Hall Inc. All rights reserved. 18–20

 Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)

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. 18–21
 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.

© 2005 Prentice Hall Inc. All rights reserved. 18–22

 Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)

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. 18–23
 Contemporary
Contemporary Change
Change Issues
Issues For
For Today’s
Today’s
Managers
Managers
 How are changes in technology affecting the
work lives of employees?
 What can managers do to help their organizations
become more innovative?
 How do managers create organizations that
continually learn and adapt?
 Is managing change culture-bound?

© 2005 Prentice Hall Inc. All rights reserved. 18–24

 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.

© 2005 Prentice Hall Inc. All rights reserved. 18–25

 Technology
Technology in
in the
the Workplace
Workplace
 Process Reengineering
– “Starting all over”
– Rethinking and redesigning organizational processes to
produce more uniform products and services.
• Identifying the organization’s distinctive competencies—
what it does best.
• Assessing core processes that add value to the
organization’s distinctive competencies.
• Reorganizing horizontally by process using cross-
functional and self-managed teams.

© 2005 Prentice Hall Inc. All rights reserved. 18–26

 Contemporary
Contemporary Change
Change Issues
Issues for
for Today’s
Today’s
Managers:
Managers: Stimulating
Stimulating Innovation
Innovation

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

© 2005 Prentice Hall Inc. All rights reserved. 18–27

 Contemporary
Contemporary Change
Change Issues
Issues for
for Today’s
Today’s
Managers:
Managers: Stimulating
Stimulating Innovation
Innovation (cont’d)
(cont’d)

Idea Champions

Individuals who take an innovation and actively and

enthusiastically promote the idea, build support,
overcome resistance, and ensure that the idea is
implemented.

© 2005 Prentice Hall Inc. All rights reserved. 18–28

 Creating
Creating aa Learning
Learning Organization
Organization

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. 18–29
 Creating
Creating aa Learning
Learning Organization
Organization

Single-Loop Learning
Errors are corrected using
past routines and present
policies.

Double-Loop Learning
Errors are corrected by
modifying the organization’s
objectives, policies, and
standard routines.

© 2005 Prentice Hall Inc. All rights reserved. 18–30

 Creating
Creating aa Learning
Learning Organization
Organization

Fundamental
FundamentalProblems
ProblemsininTraditional
Traditional
Organizations:
Organizations:
•• Fragmentation
Fragmentationbased
basedon
onspecialization.
specialization.
•• Overemphasis
Overemphasison
oncompetition.
competition.
•• Reactiveness
Reactivenessthat
thatmisdirects
misdirectsattention
attentionto
to
problem-solving
problem-solvingrather
ratherthan
thancreation.
creation.

© 2005 Prentice Hall Inc. All rights reserved. 18–31

 Managing
Managing aa Learning
Learning Organization
Organization

Establish
Establish
aastrategy
strategy

Redesign
Redesignthe
the
Managing
Managing organization’s
organization’s
Learning
Learning structure
structure

Reshape
Reshapethe the
organization’s
organization’sculture
culture

© 2005 Prentice Hall Inc. All rights reserved. 18–32

 Mastering
Mastering Change:
Change: It’s
It’s Culture-Bound
Culture-Bound

Questions
Questionsfor
forculture-bound
culture-boundorganizations:
organizations:
1.1. Do
Dopeople
peoplebelieve
believechange
changeisiseven
evenpossible?
possible?
2.2. How
Howlong
longwill
willitittake
taketo
tobring
bringabout
aboutchange
changeininthe
the
organization?
organization?
3.3. IsIsresistance
resistanceto
tochange
changegreater
greaterininthis
thisorganization
organizationdue
due
totothe
theculture
cultureof
ofthe
thesociety
societyininwhich
whichititoperates?
operates?
4.4. How
Howwill
willthe
thesocietal
societalculture
cultureaffect
affectefforts
effortsto
toimplement
implement
change?
change?
5.5. How
Howwill
willidea
ideachampions
championsininthis
thisorganization
organizationgo
goabout
about
gathering
gatheringsupport
supportfor
forinnovation
innovationefforts?
efforts?

© 2005 Prentice Hall Inc. All rights reserved. 18–33

 Too
Too Much
Much Work,
Work, Too
Too Little
Little Time
Time

With companies downsizing workers, those who

remain find their jobs are demanding increasing
amounts of time and energy. A national sample of
U.S. employees finds that they:
Feel overworked 54%
Are overwhelmed by workload 55%
Lack time for reflection 59%
Don’t have time to complete tasks 56%
Must multi-task too much 45%

E X H I B I T 18–7
Source: Business Week, July 16, 2001, p. 12.
E X H I B I T 18–7

© 2005 Prentice Hall Inc. All rights reserved. 18–34

 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.

© 2005 Prentice Hall Inc. All rights reserved. 18–35

 Work
Work Stress
Stress and
and Its
Its Management
Management

Constraints
Forces that prevent individuals
from doing what they desire.

Demands
The loss of something
desired.

© 2005 Prentice Hall Inc. All rights reserved. 18–36

Source: The Far Side® by Gary Larsen © 1995 & 1991 Farworks, Inc./Distributed E X H I B I T 18–8
E X H I B I T 18–8
by Universal Press Syndicate. Reprinted with permission. All rights reserved.
© 2005 Prentice Hall Inc. All rights reserved. 18–37
 Potential
Potential Sources
Sources of
of Stress
Stress
 Environmental Factors
– Economic uncertainties of the business cycle
– Political uncertainties of political systems
– Technological uncertainties of technical innovations
– Terrorism in threats to physical safety and security

© 2005 Prentice Hall Inc. All rights reserved. 18–38

 Potential
Potential Sources
Sources of
of Stress
Stress
 Organizational Factors
– Task demands related to the job
– Role demands of functioning in an organization
– Interpersonal demands created by other employees
– Organizational structure (rules and regulations)
– Organizational leadership (managerial style)
– Organization’s life stage (growth, stability, or decline)

© 2005 Prentice Hall Inc. All rights reserved. 18–39

 Potential
Potential Sources
Sources of
of Stress
Stress (cont’d)
(cont’d)
 Individual Factors
– Family and personal relationships
– Economic problems from exceeding earning capacity
– Personality problems arising for basic disposition
 Individual Differences
– Perceptual variations of how reality will affect the
individual’s future.
– Greater job experience moderates stress effects.
– Social support buffers job stress.
– Internal locus of control lowers perceived job stress.
– Strong feelings of self-efficacy reduce reactions to job
stress.
© 2005 Prentice Hall Inc. All rights reserved. 18–40
 Consequences
Consequences of
of Stress
Stress

High
High Levels
Levels
of
ofStress
Stress

Physiological
Physiological Psychological
Psychological Behavioral
Behavioral
Symptoms
Symptoms Symptoms
Symptoms Symptoms
Symptoms

© 2005 Prentice Hall Inc. All rights reserved. 18–41

 AA Model
Model of
of Stress
Stress

E X H I B I T 18–9
E X H I B I T 18–9

© 2005 Prentice Hall Inc. All rights reserved. 18–42

 Inverted-U
Inverted-U Relationship
Relationship between
between Stress
Stress and
and
Job
Job Performance
Performance

E X H I B I T 18–10
E X H I B I T 18–10

© 2005 Prentice Hall Inc. All rights reserved. 18–43

 Managing
Managing Stress
Stress
 Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network

© 2005 Prentice Hall Inc. All rights reserved. 18–44

 Managing
Managing Stress
Stress
 Organizational Approaches
– Improved personnel selection and job placement
– Training
– Use of realistic goal setting
– Redesigning of jobs
– Increased employee involvement
– Improved organizational communication
– Offering employee sabbaticals
– Establishment of corporate wellness programs

© 2005 Prentice Hall Inc. All rights reserved. 18–45