1. Organizational Change and Stress Management
Chapter 18
Organizational Change and Stress Management

2. Dimensions of Change – Lewin’s model (1947)
Driving
Forces
Restraining
Desired
Conditions
Driving
Forces
Restraining
Driving
Forces
Restraining
Current
Conditions
Before Change
During Change
After Change

3. Leader Driven Models of Change – Dunphy and Stace

4. Dimensions of Change – Resistance (McShane & von Glinow, 2000)
Direct Costs
Saving Face
Fear of the Unknown
Breaking Routines
Unaligned Systems
Poor Team Dynamics
Forces for
Change

5. Reframing Change Frame Change Barriers Strategic Options
Human Resource
Fear, uncertainty, incompetence
Counseling, skill development, involvement in change decisions
Structural
Loss of goals, direction and clarity
Communicating new goals and direction, renegotiating goals and responsibilities
Political
Conflict, confrontation, lack of empowerment
Renegotiating alliances, establishing new coalitions
Symbolic
Past traditions and meanings
Establish transition processes to let go of the past and embrace the future

6. Overcoming Resistance to Change
Tactics for dealing with resistance to change:
Education and communication
Participation
Facilitation and support
Negotiation
Manipulation and cooptation
Coercion

7. The Politics of 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.

8. ‘Why Change Strategies (Sometimes) Don’t Work’ (Pearce & Cameron, 1997, pp.212-215)
False assumptions:
that time stands still
that all change is a problem
that organisations are easy to understand
that communicating is easy

9. Work Stress and Its Management
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.

10. What is Stress?
An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being
Stage 1
Alarm Reaction
Stage 2
Resistance
Stage 3
Exhaustion
Normal
Level of
Resistance

11. The Incidence of Stress
In a recent UK study (IM, 2000), almost three-quarters of executives said that stress adversely affects their health, happiness, home life and organisational performance, yet only 30% said that their employer takes their health seriously.

12. A Model of Stress Stress Stressors Individual Environmental
Organizational
Individual
Individual
Differences
Consequences
of Stress
Physiological
Behavioral
Psychological
Stress

13. Potential Sources of 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

14. Potential Sources of 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)

15. Potential Sources of Stress (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.

16. Consequences of Stress
High Levels of Stress
Physiological Symptoms
Behavioral Symptoms
Psychological Symptoms

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

18. Managing 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