Chapter
18
Organizational
Behavior
15th Ed
Robbins and Judge
Organizational Change
and Stress Management
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
18-1
Chapter 18 Learning Objectives
After studying this chapter you should be able to:
1.
Identify forces that act as stimulants to change and contrast planned and
unplanned change.
2.
Describe the sources of resistance to change.
3.
Compare the four main approaches to managing organizational change.
4.
Demonstrate two ways of creating a culture for change.
5.
Define stress and identify its potential sources.
6.
Identify the consequences of stress.
7.
Contrast the individual and organizational approaches to managing stress.
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LO 1
Identify forces that act as stimulants
to change and contrast
planned and unplanned change
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LO 2
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Describe the sources
of resistance to change
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LO 2
Describe the sources
of resistance to change
 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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LO 2
Describe the sources
of resistance to change
 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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LO 3
Compare the four main approaches
to managing organizational change
 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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LO 3
Compare the four main approaches
to managing organizational change
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LO 3
Compare the four main approaches
to managing organizational change
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LO 3
Compare the four main approaches
to managing organizational change
 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 focused
and resistance to change is reduced.
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LO 3
Compare the four main approaches
to managing organizational change
 Organizational development (OD) is a collection
of change methods that try to improve
organizational effectiveness and employee wellbeing.
 The OD methods value human and
organizational growth, collaborative and
participative processes, and a spirit of inquiry.
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LO 3
Compare the four main approaches
to managing organizational change
 The underlying values in most OD efforts:
 Respect for people
 Trust and support
 Power equalization
 Confrontation
 Participation
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LO 3
Compare the four main approaches
to managing organizational change
 The six interventions for change agents are:
 Sensitivity training
 Survey feedback
 Process consultation
 Team building
 Intergroup development
 Appreciative inquiry
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LO 4
Demonstrate two ways of creating
a culture for change
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LO 5
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Define stress and identify
its potential sources
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LO 5
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Define stress and identify
its potential sources
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LO 5
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Define stress and identify
its potential sources
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LO 7
Contrast the individual and organizational
approaches to managing stress
 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 them.
 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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LO 7
Contrast the individual and organizational
approaches to managing stress
 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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LO 7
Contrast the individual and organizational
approaches to managing stress
 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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LO 7
Contrast the individual and organizational
approaches to managing stress
 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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LO 7
Contrast the individual and organizational
approaches to managing stress
 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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LO 7
Contrast the individual and organizational
approaches to managing stress
 Role stress is detrimental to a large extent because
employees feel uncertain about goals, expectations,
how they’ll be evaluated, and the like.
 By giving these employees a voice in the decisions
management can increase employee control and
reduce role stress.
 Managers should consider increasing employee
involvement in decision making.
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LO 7
Contrast the individual and organizational
approaches to managing stress
 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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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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Copyright © 2013 Pearson Education, Inc.
publishing as Prentice Hall
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