OB11 chapter 18 organizaional change and stress management

eleventh edition

organizational

behavior

stephen p. robbins


Chapter 18

Organizational Change
and Stress Management
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
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PowerPoint Presentation
by Charlie Cook


OBJECTIVES
LEARNING

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.
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3


7. List characteristics of a learning organization.
8. Describe potential sources of stress.
9. Explain individual difference variables that
moderate the stress–outcome relationship.

LEARNING

O B J E C T I V E S (cont’d)

After studying this chapter,
you should be able to:

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18–4


Forces
Forces for
for Change
Change
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

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E X H I B I T 18–1
E X H I B I T 18–1

18–5


Forces
Forces for
for Change
Change
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

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18–
6

E X H I B I T 18–1 (cont’d)
E X H I B I T 18–1 (cont’d)


Managing
Managing Planned
Planned Change
Change
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.

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Goals
Goalsof
ofPlanned
Planned
Change:
Change:
Improving
Improvingthe
theability
abilityof
of
the
theorganization
organizationto
to
adapt
adaptto
tochanges
changesininits
its
environment.
environment.
Changing
Changingthe
thebehavior
behavior
of

ofindividuals
individualsand
and
groups
groupsininthe
the
organization.
organization.

18–7


Resistance
Resistance to
to Change
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

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18–8

Sources
Sources of
of Individual
Individual Resistance
Resistance to
to Change
Change

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E X H I B I T 18–2
E X H I B I T 18–2

18–9


Sources
Sources of
of Organizational
Organizational Resistance
Resistance to
to
Change
Change

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18–

10

E X H I B I T 18–2 (cont’d)
E X H I B I T 18–2 (cont’d)


Overcoming
Overcoming Resistance
Resistance to
to Change
Change
Tactics
Tacticsfor
fordealing
dealingwith
withresistance
resistance
to
tochange:
change:
•• Education
Educationand
andcommunication
communication
•• Participation
Participation
•• Facilitation
Facilitationand
andsupport
support

•• Negotiation
Negotiation
•• Manipulation
Manipulationand
andcooptation
cooptation
•• Coercion
Coercion
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18–
11


The
The Politics
Politics of
of Change
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.
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18–
12


Lewin’s
Lewin’s Three-Step
Three-Step Change
Change Model
Model
Unfreezing

Refreezing

Driving Forces

Restraining Forces

Change efforts to overcome
the pressures of both
individual resistance and
group conformity.

Forces that direct behavior
away from the status quo.

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Stabilizing a change
intervention by balancing
driving and restraining forces.

Forces that hinder movement
from the existing equilibrium.

18–
13


Lewin’s
Lewin’s Three-Step
Three-Step Change
Change Model
Model

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18–
14

E X H I B I T 18–3
E X H I B I T 18–3


Unfreezing
Unfreezing the
the Status

Status Quo
Quo

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18–
15

E X H I B I T 18–4
E X H I B I T 18–4


Kotter’s
Kotter’sEight-Step
Eight-StepPlan
Planfor
forImplementing
ImplementingChange
Change
1.
2.
3.
4.
5.

6.
7.
8.

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.

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Source: Based on J. P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996).

18–
16

E X H I B I T 18–5
E X H I B I T 18–5


Action
Action Research

Research
Action Research
A change process based on systematic collection of
data and then selection of a change action based on
what the analyzed data indicate.
Process
ProcessSteps:
Steps:
1.1. Diagnosis
Diagnosis
2.2. Analysis
Analysis
3.3. Feedback
Feedback
4.4. Action
Action
5.5. Evaluation
Evaluation

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Action
Actionresearch
researchbenefits:
benefits:
Problem-focused
Problem-focusedrather
rather
than

thansolution-centered.
solution-centered.
Heavy
Heavyemployee
employee
involvement
involvementreduces
reduces
resistance
resistanceto
tochange.
change.

18–
17


Organizational
Organizational Development
Development
Organizational Development (OD)
A collection of planned interventions, built on
humanistic-democratic values, that seeks to improve
organizational effectiveness and employee well-being.
OD
ODValues:
Values:
1.1. Respect
Respectfor
forpeople

people
2.2. Trust
Trustand
andsupport
support
3.3. Power
Powerequalization
equalization
4.4. Confrontation
Confrontation

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5.5. Participation
Participation

18–
18


Organizational
Organizational Development
Development Techniques
Techniques
Sensitivity Training
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.
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18–
19


Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)
Survey Feedback Approach
The use of questionnaires to identify discrepancies
among member perceptions; discussion follows
and remedies are suggested.

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18–
20

Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)
Process Consultation (PC)
A consultant gives a client insights into what is going
on around the client, within the client, and between
the client and other people; identifies processes that
need improvement.

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18–
21


Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)
Team Building
High interaction among team members to
increase trust and openness.
Team
TeamBuilding

BuildingActivities:
Activities:
• • Goal
Goaland
andpriority
prioritysetting.
setting.
• • Developing
Developinginterpersonal
interpersonalrelations.
relations.
• • Role
Roleanalysis
analysisto
toeach
eachmember’s
member’srole
roleand
and
responsibilities.
responsibilities.
• • Team
Teamprocess
processanalysis.
analysis.

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18–

22


Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)
Intergroup Development
OD efforts to change the attitudes, stereotypes, and
perceptions that groups have of each other.
Intergroup
IntergroupProblem
ProblemSolving:
Solving:
• • Groups
Groupsindependently
independentlydevelop
developlists
listsof
ofperceptions.
perceptions.
• • Share
Shareand
anddiscuss
discusslists.
lists.
• • Look
Lookfor

forcauses
causesof
ofmisperceptions.
misperceptions.
• • Work
Workto
todevelop
developintegrative
integrativesolutions.
solutions.

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18–
23


Organizational
Organizational Development
Development Techniques
Techniques
(cont’d)
(cont’d)
Appreciative Inquiry
Seeks to identify the unique qualities and special
strengths of an organization, which can then be built
on to improve performance.
Appreciative
AppreciativeInquiry

Inquiry(AI):
(AI):
• • Discovery:
Discovery:recalling
recallingthe
thestrengths
strengthsof
ofthe
theorganization.
organization.
• • Dreaming:
Dreaming:speculation
speculationon
onthe
thefuture
futureof
ofthe
the
organization.
organization.
• • Design:
Design:finding
findingaacommon
commonvision.
vision.
deciding
how
• Destiny:
Destiny:
deciding

howto
tofulfill
fulfillthe
thedream.
dream.
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18–
24


Contemporary
Contemporary Change
Change Issues
Issues For
For Today’s
Today’s
Managers
Managers
 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?

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18–
25