Organizational Change And Stress Management Presentation Transcript:
1.Organizational Change & Stress Management
2.Managing Planned Change
Goals of Planned Change:
Improving the ability of the organization to adapt to changes in its environment.
Changing the behavior of individuals and groups in the organization.
3.Resistance to 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
4.Tactics for dealing with resistance to change:
Education and communication
Facilitation and support
Manipulation and cooptation
5.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.
6.Lewin’s Three-Step Change Model
A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.
8.Organizational Development (OD)
A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being.
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.
9.Survey Feedback Approach
The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested.
High interaction among team members to increase trust and openness.
OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other.
Seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.
13.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?
14.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.
Additional stress on employees to constantly excel.
Requires constant change in organization.
“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.