1. o r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n

2. 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 W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook SUMMARY OF THE LECTURE NO 28 INTRODUCTION TO HUMAN RELATIONS

3. SUMMARY LECTURE NO. 28  Personal Characteristics of the Worker  All employees bring combination of: Abilities and interests, Aptitudes, Values, Expectations.  Behavior often reflects match between environment and individual’s characteristics.  Family Influence,  Major Themes in Human Relations (Communication, Self Awareness, Self Acceptance, Motivation, Trust, Self Disclosure, Conflict Resolution,  Workplace Incivility and Team Work( Rudeness, insensitivity, disrespect  “Me” rather than “We” attitudes  Workplace incivility threatens employee © 2005 Prentice Hall Inc. All rights reserved.18–2

4. Summary Cont’..d  Relationships.  Using teams can improve product quality, customer service, and job satisfaction.  Developing team skills –Group decision making, leadership, conflict resolution, and communication  The “Total Person (Each person’s characteristics are part of a single system making up the whole person.  Only “total person” can be employed.  Traits are interdependent: (Physical fitness – Emotional control, Self-awareness, – Self-esteem, Value orientation © 2005 Prentice Hall Inc. All rights reserved.18–3

5. 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 W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook LECTURE NO 29 Organizational Change and Stress Management

6. © 2005 Prentice Hall Inc. All rights reserved.18–5 After studying this chapter, you should be able to: 1.Describe forces that act as stimulants to change. 2.Summarize the sources of individual and 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. L E A R N I N G O B J E C T I V E S

7. © 2005 Prentice Hall Inc. All rights reserved.18–6 After studying this chapter, you should be able 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. L E A R N I N G O B J E C T I V E S (cont’d)

8. © 2005 Prentice Hall Inc. All rights reserved.18–7 Forces for Change E X H I B I T 18–1 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

9. © 2005 Prentice Hall Inc. All rights reserved.18–8 Forces for Change E X H I B I T 18–1 (cont’d) 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

10. © 2005 Prentice Hall Inc. All rights reserved.18–9 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. 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. Change Making things different. Planned Change Activities that are intentional and goal oriented. Change Agents Persons who act as catalysts and assume the responsibility for managing change activities.

11. © 2005 Prentice Hall Inc. All rights reserved.18–10 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

12. © 2005 Prentice Hall Inc. All rights reserved.18–11 Sources of Individual Resistance to Change E X H I B I T 18–2

13. © 2005 Prentice Hall Inc. All rights reserved.18–12 Sources of Organizational Resistance to Change E X H I B I T 18–2 (cont’d)

14. © 2005 Prentice Hall Inc. All rights reserved.18–13 Overcoming Resistance to Change Tactics for dealing with resistance to change: Education and communication Participation Facilitation and support Negotiation Manipulation and cooptation Coercion Tactics for dealing with resistance to change: Education and communication Participation Facilitation and support Negotiation Manipulation and cooptation Coercion

15. © 2005 Prentice Hall Inc. All rights reserved.18–14 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.

16. © 2005 Prentice Hall Inc. All rights reserved.18–15 Lewin’s Three-Step Change Model Unfreezing Change efforts to overcome the pressures of both individual resistance and group conformity. Refreezing Stabilizing a change intervention by balancing driving and restraining forces. Driving Forces Forces that direct behavior away from the status quo. Restraining Forces Forces that hinder movement from the existing equilibrium.

17. © 2005 Prentice Hall Inc. All rights reserved.18–16 Lewin’s Three-Step Change Model E X H I B I T 18–3

18. © 2005 Prentice Hall Inc. All rights reserved.18–17 Unfreezing the Status Quo E X H I B I T 18–4

19. © 2005 Prentice Hall Inc. All rights reserved.18–18 Kotter’s Eight-Step Plan for Implementing Change E X H I B I T 18–5 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. Source: Based on J. P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996).

20. © 2005 Prentice Hall Inc. All rights reserved.18–19 Contemporary Change Issues for Today’s Managers: Stimulating Innovation Sources of Innovation: Structural variablesStructural variables Organic structuresOrganic structures Long-tenured managementLong-tenured management Slack resourcesSlack resources Interunit communicationInterunit communication Organization’s cultureOrganization’s culture Human resourcesHuman resources Sources of Innovation: Structural variablesStructural variables Organic structuresOrganic structures Long-tenured managementLong-tenured management Slack resourcesSlack resources Interunit communicationInterunit communication Organization’s cultureOrganization’s culture Human resourcesHuman resources Innovation A new idea applied to initiating or improving a product, process, or service.

21. © 2005 Prentice Hall Inc. All rights reserved.18–20 Contemporary Change Issues for Today’s Managers: Stimulating Innovation (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.