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 VTWELFTH
E N T HEDITION
E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
 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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 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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 Managing
Managing Planned
Planned Change
Change

Change
Making things different. Goals
Goalsof
ofPlanned
Planned
Change:
Change:
Planned Change
Improving
Improvingthe
theability
abilityof
Activities that are of
the
theorganization
organizationto
to
intentional and goal adapt
adaptto
tochanges
changesininits
its
oriented. environment.
environment.
Changing
Changingthethebehavior
behavior
Change Agents
of
ofindividuals
individualsand
Persons who act as and
groups
groupsininthe
the
catalysts and assume the organization.
organization.
responsibility for managing
change activities.

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

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

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 Overcoming
Overcoming Resistance
Resistance to
to Change
Change

Tactics
Tacticsforfordealing
dealingwith
with
resistance
resistancetotochange:
change:
•• Education
Educationandandcommunication
communication
•• Participation
Participation
•• Facilitation
Facilitationand
andsupport
support
•• Negotiation
Negotiation
•• Manipulation
Manipulationand
andcooptation
cooptation
•• Coercion
Coercion

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

Unfreezing Refreezing
Change efforts to overcome Stabilizing a change
the pressures of both intervention by balancing
individual resistance and driving and restraining forces.
group conformity.

Driving Forces Restraining Forces

Forces that direct behavior Forces that hinder movement
away from the status quo. from the existing equilibrium.

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

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 Unfreezing
Unfreezing the
the Status
Status Quo
Quo

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 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: Action
Actionresearch
researchbenefits:
benefits:
1.1. Diagnosis Problem-focused
Diagnosis Problem-focusedrather
rather
2.2. Analysis than
Analysis thansolution-centered.
solution-centered.
3.3. Feedback
Feedback Heavy
Heavyemployee
employee
4.4. Action involvement
Action involvementreduces
reduces
5.5. Evaluation resistance
Evaluation resistanceto
tochange.
change.

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 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
5.5. Participation
Participation

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 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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 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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 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
analysistotoeach
eachmember’s
member’srole
roleand
and
responsibilities.
responsibilities.
• • Team
Teamprocess
processanalysis.
analysis.
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 Contemporary
Contemporary Change
Change Issues
Issues for
for Today’s
Today’s
Managers:
Managers: Stimulating
Stimulating Innovation
Innovation (cont’d)
(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.

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 Creating
Creating aa Learning
Learning Organization
Organization

Learning Organization
Characteristics:
An organization that has Characteristics:
developed the continuous 1.1. Holds
Holdsaashared
sharedvision
vision
capacity to adapt and 2.2. Discards
Discardsold
oldways
waysofof
change. thinking.
thinking.
3.3. Views
Viewsorganization
organizationasas
system
systemofofrelationships.
relationships.
4.4. Communicates
Communicatesopenly.
openly.
5.5. Works
Workstogether
togetherto
to
achieve
achieveshared
sharedvision.
vision.

Source: Based on P. M. Senge, The Fifth Discipline (New York: Doubleday, 1990).
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 Creating
Creating aa Learning
Learning Organization
Organization

Single-Loop Learning
Errors are corrected using
past routines and present
policies.

Double-Loop Learning
Errors are corrected by
modifying the organization’s
objectives, policies, and
standard routines.

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 AA Model
Model of
of Stress
Stress

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 Managing
Managing Stress
Stress
 Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network

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 Managing
Managing Stress
Stress
 Organizational Approaches
– Improved personnel selection and job placement
– Training
– Use of realistic goal setting
– Redesigning of jobs
– Increased employee involvement
– Improved organizational communication
– Offering employee sabbaticals
– Establishment of corporate wellness programs

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 Inverted-U
Inverted-U Relationship
Relationship between
between Stress
Stress and
and
Job
Job Performance
Performance

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