1. Managing Change & Stress

2. What is Change? Definition:
“Any event that occurs when something passes from one stage to another.”
Organizational Change:
“Any alterations in the people, structure, or technology of an organization.”

3. Categories of change
Structure:
Technology:
People:

4. Forces For Change
External forces
Internal forces

5. External Forces “Forces outside the organization” Marketplace:
Introduction of companies
Change in behavior of competitors
New ads technology
Governmental Laws & Regulations:
Environmental Laws.

6. Technology:
Computers
New Plants
Labor markets:
Economic changes:
Inflation
Deflation

7. Internal Forces: “Forces inside the organization”
Changes in organizational strategy
New equipment
Employee attitudes

8. Planned Change: Change Agent:
Change activities that are intentional and goal-oriented.
Change Agent:
Person who act as catalysts and assume the responsibility for managing change activities.

9. Approaches to managing Organizational Change
The Calm Waters Metaphor
White-Water Rapids Metaphor
Approaches

10. The Calm Waters Metaphor
This process consists of three steps
Unfreezing the status quo
Changing to a new state
Refreezing to make the change permanent

11. White-Water Rapids Metaphor
The lack of environmental stability
Managers manage change actively to survive

12. Kotter’s Eight-Step Plan for Implementing Change
Establish a sense of urgency by creating a compelling reason for why change is needed.
Form a coalition with enough power to lead the change.
Create a new vision to direct the change and strategies for achieving the vision.
Communicate the vision throughout the organization.
Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.
Plan for, create, and reward short-term “wins” that move the organization toward the new vision.
Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

13. Change Management.
“Controlling the change for the benefit of the organization carried out by manager acting as change agents or by non-managers experts of the field.”

14. Why people resist Change?
Individual Sources
Organizational Sources.

15. Individual Sources. Personality Perception Habit Security
Economic Factors
Fear of unknown.
Threat to power and influence .

16. Organizational Sources.
Organizational Design
Organizational Culture
Resource limitation
Fixed Investment
Group Inertia.
Threat of expertise.
Threat of established power relationship.
Threat to established resource allocations

17. Overcoming resistance to change
Education & Communication
Participation
Facilitation & Support
Negotiating
Manipulation & Cooptation.
Selecting people who accept change.
Coercion.

18. Issues in Managing Change
Changing Organizational Cultures
Understanding the Situational forces
A dramatic crises occurs
The Organization is young and small
The Culture is weak

19. Handling Employee
Stress due to
Change

20. Stress: “The Physical and Psychological tension
an individual feels when confronted with
extraordinary demands or opportunities.”

21. Environmental factors.
Potential Sources
Consequences
Individual Differences.
Perception.
Job Experience.
Social Support.
Belief in locus of control.
Self-efficacy.
Hostility.
Environmental factors.
Economic uncertainty.
Political uncertainty.
Technological change.
Physiological Symptoms..
Headaches.
High Blood Pressure.
Heart Disease.
Psychological Symptoms..
Anxiety.
Depression.
Decrease in job satisfaction.
Organizational factors.
Task Demand.
Role Demand.
Interpersonal demand..
Experienced Stress
Behavioral Symptoms..
Productivity.
Absenteeism.
Turnover.
Personal factors.
Family problem.
Economic Problems.
Personality.
A Model of Stress

22. Stressors: The Causes of stress
Work related stressors
Physical Environment Stressors
Role related stressors
Interpersonal stressors
Organizational stressors
Non-work stressors
Time based conflict
Strain based conflict
Role behavior conflict

23. Work Related Stressors
Physical Environmental Stressors
Some stressors are found in the physical environment such as, Excessive Noise, Poor Lightening and Safety Hazards etc
Role Related Stressors
Role related stressors include conditions where employees have difficulty understanding, reconciling or performing the various roles in their lives.
Role conflict an employee may have two roles that are in conflict with each other or may receive contradictory messages from different people about how to perform a task.
Role ambiguity when employees are uncertain about their job duties, performance expectation, level of authority and other job conditions
Workload work under load – receiving too little work or having tasks that do not sufficiently use your talents. Work overload is a more common stressors these days.
Task control employees are more stressed when they perform their tasks and the pace of their activity

24. Interpersonal Stressors
Interpersonal stressors include ineffective supervision, office politics and other conflicts that people experience
Workplace violence/Workplace Bullying
Organizational Stressors
Mergers of a company, Downsizing, Survivors of lay offs

25. Non-work Stressors Time Based Conflict Strain Based Conflict
Many employees have to contend with time based conflict – the challenge of balancing the time demanded by work with family and other non-work activities
Strain Based Conflict
This conflict occurs when stress from one domain spills over to the other. Relationship problems, financial difficulties and loss of a loved one usually top the list of non work stressors.
Role Behavior Conflict
Occurs when people are expected to enact different work and non work roles.

26. Managing Work Related Stress
Remove
Stressors
Stress
Management
Strategies
Receive Social
Support
Withdraw from
The
Stressors
Control Stress
Consequences
Change Stress
Perception

27. Managing Work Related Stress
Remove the stressors
The main cause of the stress should be investigated and removed
Role related stressors can be minimized
Empower employees
Open communication with employees to reduce ambiguities
Work-life balance initiative
Flexible work time
Job sharing
Telecommuting
Personal leave programs
Childcare facilities

28. Withdraw from the stressors
Removing the stressors may be ideal solution, but it is often not feasible. An alternative strategy is to permanently or temporarily remove employees from the stressors. Permanent withdrawal occurs when employees are transferred to jobs that better fit their competencies and values
Change stress perception
Stress can be minimized by changing perceptions of situation by strengthening self efficacy and self esteem
Control the consequences of stress
Physical exercise reduces the physiological consequences of stress by helping employees to lower their respiration rate, muscle tension, heart beat and stomach acidity
Receive social support
Social support refers to a person’s interpersonal transaction with others and involves providing either emotional or informational support to buffer the stress experience

29. Thanks.