1. Organizational Behavior 15th Ed
Chapter 18
Robbins and Judge
Organizational Change
and Stress Management
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2. Chapter 18 Learning Objectives
After studying this chapter you should be able to:
Identify forces that act as stimulants to change and contrast planned and unplanned change.
Describe the sources of resistance to change.
Compare the four main approaches to managing organizational change.
Demonstrate two ways of creating a culture for change.
Define stress and identify its potential sources.
Identify the consequences of stress.
Contrast the individual and organizational approaches to managing stress.
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3. Identify forces that act as stimulants to change and contrast planned and unplanned change
LO 1
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4. Identify forces that act as stimulants to change and contrast planned and unplanned change
LO 1
Planned Change
Some organizations treat all change as an accidental occurrence; however, change as an intentional, goal-oriented activity is planned change.
There are two goals of planned change:
Improve the ability of the organization to adapt to changes in its environment.
Change employee behavior.
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5. Describe the sources of resistance to change
LO 2
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6. Describe the sources of resistance to change
LO 2
Overcome Resistance
Education and Communication
Participation
Building Support and Commitment
Develop Positive Relationships
Manipulation and Cooptation
Selecting People Who Accept Change
Coercion
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7. Describe the sources of resistance to change
LO 2
The Politics of Change
Change threatens the status quo, making it an inherently political activity.
Politics suggests the impetus for change is more likely to come from outside change agents, employees new to the organization (who have less invested in the status quo), or managers slightly removed from the main power structure.
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8. Compare the four main approaches to managing organizational change
LO 3
Lewin’s Three-Step Model (Exhibit 18-3)
Kotter’s Eight-Step Plan for Implementing Change (Exhibit 18-5)
Action Research
Organizational Development
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9. Compare the four main approaches to managing organizational change
LO 3
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10. Compare the four main approaches to managing organizational change
LO 3
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11. Compare the four main approaches to managing organizational change
LO 3
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12. Compare the four main approaches to managing organizational change
LO 3
Action research is “a change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicate.”
The process consists of five steps: diagnosis, analysis, feedback, action, and evaluation.
Action research provides at least two specific benefits for an organization:
problem focus
Reduction to resistance to change
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13. Compare the four main approaches to managing organizational change
LO 3
Organizational development (OD) is a collection of change methods that try to improve organizational effectiveness and employee well-being.
The OD methods value human and organizational growth, collaborative and participative processes, and a spirit of inquiry.
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14. Compare the four main approaches to managing organizational change
LO 3
The underlying values in most OD efforts:
Respect for people
Trust and support
Power equalization
Confrontation
Participation
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15. Compare the four main approaches to managing organizational change
LO 3
The six interventions for change agents are:
Sensitivity training
Survey feedback
Process consultation
Team building
Intergroup development
Appreciative inquiry
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16. Demonstrate two ways of creating a culture for change
LO 4
We’ve considered how organizations can adapt to change.
But recently, some OB scholars have focused on a more proactive approach.
How organizations can embrace change by transforming their cultures.
Two such approaches:
Stimulating an innovative culture and
Creating a learning organization.
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17. Demonstrate two ways of creating a culture for change
LO 4
Stimulating a Culture of Innovation
Innovation, a more specialized kind of change, is a new idea applied to initiating or improving a product, process, or services.
Innovations can range from small incremental improvements, such as netbook computers, to radical breakthroughs, such as Nissan’s electric Leaf car.
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18. Demonstrate two ways of creating a culture for change
LO 4
Sources of Innovation:
Structural variables are the most studied potential source of innovation.
Organic structures positively influence innovation.
Long tenure in management is associated with innovation.
Innovation is nurtured when there are slack resources.
Inter-unit communication is high in innovative organizations.
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19. Demonstrate two ways of creating a culture for change
LO 4
Sources of Innovation:
Innovative organizations tend to have similar cultures:
They encourage experimentation.
They reward both successes and failures.
They celebrate mistakes.
Managers in innovative organizations recognize that failures are a natural by-product of venturing into the unknown.
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20. Demonstrate two ways of creating a culture for change
LO 4
Within the human resources category, innovative organizations actively promote the training and development of their members so they keep current, offer high job security so employees don’t fear getting fired for making mistakes, and encourage individuals to become champions of change.
Once a new idea is developed, idea champions actively and enthusiastically promote it, build support, overcome resistance, and ensure it’s implemented.
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21. Demonstrate two ways of creating a culture for change
LO 4
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22. Demonstrate two ways of creating a culture for change
LO 4
What can managers do to make their firms learning organizations?
Establish a strategy.
Redesign the organization’s structure.
Reshape the organization’s culture.
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23. Define stress and identify its potential sources
LO 5
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24. Define stress and identify its potential sources
LO 5
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25. Define stress and identify its potential sources
LO 5
Cultural Differences
Research suggests the job conditions that cause stress show some differences across cultures.
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26. Identify the consequences of stress
LO 6
Consequences of Stress-Physiological Symptoms
Most early concern with stress was directed at physiological symptoms because most researchers were specialists in the health and medical sciences.
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27. Identify the consequences of stress
LO 6
Consequences of Stress-Psychological Symptoms
Job-related stress and job-related dissatisfaction.
Job dissatisfaction is “the simplest and most obvious psychological effect” of stress.
Multiple and conflicting demands increase stress and dissatisfaction.
The less control people have over the pace of their work, the greater the stress and dissatisfaction.
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28. Identify the consequences of stress
LO 6
Consequences of Stress-Behavioral Symptoms
Research on behavior and stress has been conducted across several countries and over time, and the relationships appear relatively consistent.
Behavior-related stress symptoms include reductions in productivity, absence, and turnover, as well as changes in eating habits, increased smoking and/or consumption of alcohol, rapid speech, fidgeting, and sleep disorders.
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29. Identify the consequences of stress
LO 6
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30. Contrast the individual and organizational approaches to managing stress
LO 7
Managing Stress
Because low to moderate levels of stress can be functional and lead to higher performance, management may not be concerned when employees experience stress at these levels.
What management may consider to be “a positive stimulus that keeps the adrenaline running” is very likely to be seen as “excessive pressure” by the employee.
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31. Contrast the individual and organizational approaches to managing stress
LO 7
Managing Stress- Individual Approaches
An employee can take personal responsibility for reducing stress levels.
Individual strategies that have proven effective include time-management techniques, increased physical exercise, relaxation training, and expanded social support networks.
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32. Contrast the individual and organizational approaches to managing stress
LO 7
Stress Causes and Managing Stress- Organizational Approaches
Several organizational factors that cause stress are controlled by management.
Strategies include improved employee selection and job placement, training, realistic goal-setting, redesign of jobs, increased employee involvement, improved organizational communication, employee sabbaticals, and corporate wellness programs.
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33. Contrast the individual and organizational approaches to managing stress
LO 7
Goal-setting
Goals can reduce stress as well as provide motivation.
Employees who are highly committed to their goals and see purpose in their jobs experience less stress.
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34. Contrast the individual and organizational approaches to managing stress
LO 7
Redesigning jobs to give employees more responsibility, more meaningful work, more autonomy, and increased feedback can reduce stress because these factors give employees greater control over work activities and lessen dependence on others.
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35. Contrast the individual and organizational approaches to managing stress
LO 7
Role stress is detrimental to a large extent because employees feel uncertain about goals, expectations, how they’ll be evaluated, and the like.
Giving employees a voice in management decisions, can increase employee control and reduce role stress.
Managers should consider increasing employee involvement in decision making.
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36. Contrast the individual and organizational approaches to managing stress
LO 7
Increasing formal organizational communication with employees reduces uncertainty by lessening role ambiguity and role conflict.
Given the importance that perceptions play in moderating the stress-response relationship, management can also use effective communications as a means to shape employee perceptions.
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37. Contrast the individual and organizational approaches to managing stress
LO 7
Some employees need an occasional escape from the frenetic pace of their work.
These sabbaticals—ranging in length from a few weeks to several months—allow employees to travel, relax, or pursue personal projects that consume time beyond normal vacations.
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38. Contrast the individual and organizational approaches to managing stress
LO 7
Organizationally supported wellness programs.
These typically provide workshops to help people quit smoking, control alcohol use, lose weight, eat better, and develop a regular exercise program; they focus on the employee’s total physical and mental condition.
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39. Summary and Implications for Managers
The need for change has been implied throughout this text.
Managers are the primary change agents in most organizations.
Cultures of Innovation
Organizational Learning
Work Stress
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40. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2013 Pearson Education, Inc.   publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall