Professional Documents
Culture Documents
Managing Change
Minimizing resistance to organizational change through involvement of key players and stakeholders.
Innovation
The process of translating an idea or invention into a good or service that creates value or for which customers will pay.
Organization Development:
Organization Development is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organization so they can better adopt new technologies, markets and challenges, and the dizzying rate of change itself.
Survey Feedback
Team Building
Process Consultation
Intergroup Development
Team building
Philosophy of job design in which employees are viewed as members of interdependent teams instead of as individual workers.
Intergroup Development
An Organization Development intervention to change the perceptions and attitudes that different groups hold with respect to each other.
Process Consultation
An Organization Development intervention in which an external consultant acts in a facilitating and catalytic capacity to enhance an organization's diagnostic, conceptual and action planning skills.
Survey feedback
An Organization Development intervention in which the results of an opinion survey are feedback to respondents to trigger problem-solving concerning issues highlighted by the findings.
Sensitivity Training
A technique for enhancing individual self-awareness, and for changing behavior, through unstructured group discussion.
Culture is Weak
Weak cultures are more receptive to change then are strong once.
Set the tone through management behavior, Top managers, particularly need to be positive role demand. Create new stories, symbols, and rituals to replace those currently in use. Select promote and sport employs who adopt the new values Redesign socialization processes to align with the new values To encourage acceptance of new values change the reward system Replace unwritten norms with clearly specified expectation Shake up current sub culture through job transfer, Job Rotation, and termination
Work to get consensus through employee participation and creating with creating a climate with the high level of trust.
Employee Stress
Stress:
Stress is the physical and mental response of the body to demands made upon it. It is the result of our reaction to outside events, not necessarily the events themselves.
Causes Of Stress
Stressors
Physical, psychological, or social force that puts real or perceived demands on the body, emotions, mind, or spirit of an individual. It has two types.
Organizational factors
Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant coworkers are a few examples.
Task Demands
Task demands are factors related to a person's job. They include the design of the individual's job (autonomy, task variety, degree of automation) working conditions, and the physical work layout.
Role Demands.
Role demands relate to pressures that are a function of the role an individual plays in an organization.
Role Ambiguity.
Role ambiguity is created when role expectations are not clearly understood.
Role Conflict.
Role conflicts create expectations that may be hard to reconcile or satisfy.
Role Overload.
Role overload is experienced when the employee is expected to do more than time permits.
INTERPERSONAL DEMANDS.
Interpersonal demands are pressures created by other employees.
Group Pressure
Non-profit and usually voluntary organization whose members have a common cause for which they seek to influence political or corporate decision makers to achieve a declared objective. Whereas interest groups try to defend a cause (maintain the status quo), the pressure groups try to promote it (change the status quo).
Leadership
The activity of leading a group of people or an organization or the ability to do this.
Interpersonal Conflict
A situation in which an individual or group frustrates, or tries to frustrate, the goal attainment efforts of the other.
Organizational Structure
Organizational structure defines the level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. Excessive rules and lack of participation in decisions might be potential sources of stress.
Organizational Leadership
Organizational leadership represents the managerial style of the organization's senior executives. CEOs by virtue of their managerial styles create an organizational culture which reflects tension, fear and anxiety. They overemphasize tight control, hire and fire policies which keep organizational members on hot seat and create stress among them.
Personal factors
Personal factor that can create stress include family issues, personal economic problems, and inherent personality characteristics.
Type A personality
People who have a chronic sense of urgency and an excessive competitive drive.
Type B personality
People who are relaxed and easygoing and accept change easily.
Symptoms Of stress
Physical
Psychological
Symptoms of Stress
Physical
Ulcers Digestive problems Headaches High blood pressure Irregular heartbeat Panic attack Higher respiration Asthma Drug abuse Higher Metabolism
Behavioral
Psychological
Depression Fatigue Frustration Anxiety Highly emotional Anxious Irritation Afraid
Behavioral
Absenteeism Affinity with drug Low productivity Increased accidents No interest in recreation Changing Food habits Non-helping attitude
Reducing stress:
Counseling
Support process in which a counselor holds face to face talks with another person to help him or her solve a personal problem, or help improve that person's attitude, behavior, or character.
Wellness program
Comprehensive health program designed to maintain a high level of well being through proper dies, light exercises, stress management, and illness prevention.
Stimulating Innovation
Innovation is the key to continued success
Structural Variables
Structural Variables
Stimulate Innovation Variables
Cultural Variables
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Cultural Variables
Tolerance of the impractical Low external controls Tolerance of risks Tolerance of conflicts Focus on ends rather than means Open system focus Positive feedback
Structural Variables
Organic Structures Abundant Resources High Inter unit Communication Minimal Time Pressure Work and Nonworking Support
References:
http://www.ukessays.com/essays/management/organization-development-resource.php http://wiki.answers.com/Q/What_is_stress_and_what_are_the_potential_sources_of_stress http://www.businessdictionary.com http://www.slideshare.net http://www.scribd.com