Managing Change and Stress

Lecture-12

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Forces of Change
External Demographic Characteristics Technological Advancements Shareholder, Customer, and Market Changes Social and Political Pressures

The Need for Change

Internal Human Resource Problem/Prospects Managerial Behavior/Decisions

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Forces that Stimulate Change in Organizations

External forces that stimulate change: Demographic characteristics Technological advancements Shareholder, Customer, and Market changes Social and political pressures
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Forces that Stimulate Change in Organizations

Internal forces that stimulate change:
Human resource problems
High turnover Perceptions of unfair treatment

Managerial Behavior/Decisions
Excessive interpersonal conflict Inadequate direction or support
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Types of Organizational Change

Adaptive Change
Reintroducing a familiar practice

Innovative Change
Introducing a practice new to the organization

Radically Innovative Change Introducing a practice new to the industry

Low Degree of complexity, cost, and uncertainty Potential for resistance to change

High

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Lewins Change Model

Unfreezing Creates the motivation to change

Changing

Benchmarking Data Financial data, emerging trends

Provides new information, new behavioral models, or new ways of looking at things

Refreezing
Helps employees integrate the changed behavior or attitude into their normal way of doing things

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A Systems Model of Change

Target Elements of Change
Organizing Arrangements Inputs Internal
Strengths Weaknesses External Opportunities Threats Strategy

Goals

People

Social Factors

Outputs Internal
Organizational level Department/ group level Individual level

Methods

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Kotters Eight Steps for Leading Organizational Change

Step 1) Establish a sense of urgency Create the guiding coalition Develop a vision and strategy Communicate the change-vision Description
Unfreeze the organization by creating a compelling reason for why change is needed Create a cross-functional, cross-level group of people with enough power to lead the change Create a vision and strategic plan to guide the change process Create and implement a communication strategy that consistently communicates the new vision and strategic plan

2)

3) 4)

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Kotters Eight Steps for Leading Organizational Change

Step 5) Empower broad-based action Generate short-term wins Consolidate gains and produce more change Description
Eliminate barriers to change, use target elements of change to transform the organization Plan for and create short-term wins or improvements The guiding coalition uses credibility from shortterms wins to create change. Additional people are brought into the change process as change cascades throughout the organization Reinforce the changes by highlighting connections between new behaviors and processes and organizational success

6) 7)

8)

Anchor new approaches in the culture

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Organizational Development
Organizational Development a set of techniques or tools that are used to implement organizational change

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How OD Works

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Why People Resist Change in the Workplace

1) An individuals predisposition toward change 2) Surprise and fear of the unknown 3) Climate of mistrust 4) Fear of failure 5) Loss of status and/or job security
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Why People Resist Change in the Workplace

6) Peer pressure 7) Disruption of cultural traditions and/or group relationships 8) Personality conflicts 9) Lack of tact and/or poor timing 10)Nonreinforcing reward systems 11)Past success
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Causes of Resistance to Change

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Overcoming Resistance to Change

Approach Commonly Used in Situations Where: There is a lack of information or inaccurate information & analysis The initiators do not have all the information they need to design the change & others have considerable power to resist Advantages Drawbacks Education and Communication Once persuaded, people will often help with implementation of change People who participate will be committed to the implementation of change Can be very time consuming if lots of people are involved

Participation and Involvement

Can be very time consuming if participators design an inappropriate change

Facilitation and Support

People are resisting because of adjustment problems

No other approach works as well with adjustment problems

Can be very time consuming, expensive and still fail

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Overcoming Resistance to Change

Approach Commonly Used in Situations Where: Someone or some group will clearly lose out in a change and where that group has considerable power to resist Other tactics will not work or are too expensive Speed is essential and where the change initiators possess considerable power Advantages Drawbacks Negotiation and Agreement Sometimes it is a relatively easy way to avoid major change Can be too expensive in may cases if it alerts other to negotiate for compliance

Manipulation and Co-optation

It can be relatively quick and inexpensive It is speedy and can overcome any kind of resistance

Can lead to future problems if people feel manipulated Can be very risky ad leave people mad at the initiators

Explicit and Implicit Coercion

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Stress
Stress behavioral, physical, or psychological response to stressors Stress is not merely nervous tension Stress can have positive consequences Stress is not something to be avoided The complete absence of stress is death Stress is inevitable 10/3/2013

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Occupational Stress
Potential Stressors Outcomes Individual Level Psychological/ Attitudinal

Group Level

Cognitive Appraisal

Coping Strategies

Behavioral

Moderators Organizational Level Cognitive

Extraorganizational Level

Physical Stress

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Stressors
Cognitive Appraisal of Stressors
Primary Appraisal determining whether a stressor is irrelevant, positive, or stressful Secondary Appraisal assessing what might and can be done to reduce stress

Coping Strategies
Control Escape Symptom management
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Social Support
Social Support amount

Hardiness

of helpfulness derived from social relationships

personality characteristic that neutralizes stress

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Type A Behavior Pattern

Type A Behavior Pattern aggressively involved in a chronic, determined struggle to accomplish more in less time

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Type A Characteristics
1) Hurried speech; explosive accentuation of key words 2) Tendency to walk, move, or eat rapidly 3) Constant impatience with rate at which most events take place 4) Strong preference for thinking of or doing two or more things at once 5) Tendency to turn conversations around to personally meaningful subjects or themes
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Type A Characteristics
6) Tendency to interrupt while others are speaking to maker your point or to complete their thought in your own words. 7) Guilt feelings during periods of relaxation or leisure time. 8) Tendency to be oblivious to surroundings during daily activities 9) Greater concern for things worth having than with things worth being.

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Type A Characteristics
10) Tendency to schedule more and more in less and less time; a chronic sense of time urgency 11) Feelings of competition rather than compassion when faced with another Type A person 12) Development of nervous tics or characteristic gestures 13) A firm belief that success is due to the ability to get things done faster than the other guy 14) A tendency to view and evaluate personal activities and the activities of other people in terms of numbers
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Stress-Reduction Techniques
Technique Description

1)
2)

Muscle Relaxation
Biofeedback

Uses slow deep breathing and systematic muscle tension reduction.

A machine is used to train people to detect muscular tension; muscle relaxation is then used to alleviate this symptom of stress The relaxation response is activated by redirecting ones thoughts away from oneself; a four-step procedure is used to attain passive stress-free state of mind Irrational or maladaptive thoughts are identified and replaced with those that are rational or logical. An interdisciplinary approach that goes beyond stress reduction by advocating that people strive for personal wellness in all aspects of their lives

3)

Meditation

4)

Cognitive Restructuring

5)
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Holistic wellness

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