Chapter

NINETEEN

Organizational Change and Stress Management

2007 Prentice Hall Inc. All rights reserved.

Forces for Change

Force
Nature of the workforce

Examples
More cultural diversity Aging population Many new entrants with inadequate skills Faster, cheaper, and more mobile computers On-line music sharing Deciphering of the human genetic code Rise and fall of dot-com stocks 200002 stock market collapse Record low interest rates

Technology

Economic shocks

Competition

Global competitors Mergers and consolidations Growth of e-commerce

E X H I B I T 191

2007 Prentice Hall Inc. All rights reserved.

Forces for Change

Force
Social trends

Examples
Internet chat rooms Retirement of Baby Boomers Rise in discount and big box retailers IraqU.S. war Opening of markets in China War on terrorism following 9/11/01

World politics

E X H I B I T 191 (contd) 2007 Prentice Hall Inc. All rights reserved.

Managing Planned 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.
2007 Prentice Hall Inc. All rights reserved.

Goals of Planned Change: Improving the ability of the organization to adapt to changes in its environment. Changing the behavior of individuals and groups in the organization.

Resistance to 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

2007 Prentice Hall Inc. All rights reserved.

Sources of Individual Resistance to Change

E X H I B I T 192 2007 Prentice Hall Inc. All rights reserved.

Sources of Organizational Resistance to Change

E X H I B I T 192 (contd) 2007 Prentice Hall Inc. All rights reserved.

Overcoming Resistance to Change

Tactics for dealing with resistance to change:

Education and communication

Participation Facilitation and support Negotiation Manipulation and cooptation

Selecting people who accept change

Coercion
2007 Prentice Hall Inc. All rights reserved.

The Politics of 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.

2007 Prentice Hall Inc. All rights reserved.

Lewins Three-Step Change Model

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

Refreezing
Stabilizing a change intervention by balancing driving and restraining forces.

Driving Forces
Forces that direct behavior away from the status quo.

Restraining Forces
Forces that hinder movement from the existing equilibrium.

2007 Prentice Hall Inc. All rights reserved.

Lewins Three-Step Change Model

E X H I B I T 193 2007 Prentice Hall Inc. All rights reserved.

Unfreezing the Status Quo

E X H I B I T 194 2007 Prentice Hall Inc. All rights reserved.

Kotters Eight-Step Plan for Implementing 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.
E X H I B I T 195

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

2007 Prentice Hall Inc. All rights reserved.

Action 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 indicates.

Process Steps:
1. 2. 3. 4. 5. Diagnosis Analysis Feedback Action Evaluation

Action research benefits: Problem-focused rather than solution-centered. Heavy employee involvement reduces resistance to change.

2007 Prentice Hall Inc. All rights reserved.

Organizational 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 Values:
1. Respect for people 2. Trust and support 3. Power equalization 4. Confrontation 5. Participation
2007 Prentice Hall Inc. All rights reserved.

Organizational Development 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 openness, and increased tolerance for others.

2007 Prentice Hall Inc. All rights reserved.

Organizational Development Techniques (contd)

Survey Feedback Approach The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested.

2007 Prentice Hall Inc. All rights reserved.

Organizational Development Techniques (contd)

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.

2007 Prentice Hall Inc. All rights reserved.

Organizational Development Techniques (contd)

Team Building High interaction among team members to increase trust and openness.
Team Building Activities: Goal and priority setting. Developing interpersonal relations.

Role analysis to each members role and responsibilities.

Team process analysis.
2007 Prentice Hall Inc. All rights reserved.

Organizational Development Techniques (contd)

Intergroup Development OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other.
Intergroup Problem Solving: Groups independently develop lists of perceptions. Share and discuss lists.

Look for causes of misperceptions.

Work to develop integrative solutions.

2007 Prentice Hall Inc. All rights reserved.

Teknik Pengembangan Organisasi

Penyelidikan Apresiatif Berusaha untuk mengidentifikasi kualitas yang unik dan kekuatan khusus dari organisasi, yang kemudian dapat dibangun untuk meningkatkan kinerja.
Appreciative Inquiry (AI): Discovery: mengingat kekuatan organisasi

Bermimpi: spekulasi tentang masa depan organisasi

Desain: mencari visi bersama. Tujuan: menentukan bagaimana untuk memenuhi mimpi.

2007 Prentice Hall Inc. All rights reserved.

Isu Perubahan Kontemporer untuk Manajer Saat ini

Bagaimana perubahan teknologi mempengaruhi kehidupan kerja karyawan? Apa yang bisa dilakukan manajer untuk membantu organisasi mereka menjadi lebih inovatif? Bagaimana manajer menciptakan organisasi yang terus-menerus belajar dan beradaptasi? Bagaimana mengelola perubahan budaya mengikat?

2007 Prentice Hall Inc. All rights reserved.

Teknologi di Tempat Kerja

Proses Perbaikan yang Terus Menerus
Baik tidaklah cukup baik

Focus terus menerus pada upaya mengurangi variabilitas dalam organisasi akan meningkatkan keseragaman produk dan layanan.
Biaya lebih rendah dan mutu lebih tinggi Meningkatkan kepuasan pelanggan

Dampak untuk Organisasi

Menambah beban stress bagi karyawan untuk terus berprestasi Membutuhkan perubahan yang konstan didalam organisasi
2007 Prentice Hall Inc. All rights reserved.

Teknologi di Tempat Kerja

Rekayasa Ulang Proses
memulai semuanya dari awal

Memikirkan ulang dan merancang kembali proses organisasi untuk menciptakan keseragaman produk dan jasa.
Mengidentifikasi kompetensi berbeda organisasi - apa yang dilakukannya terbaik. Menilai proses inti yang menambah nilai kompetensi berbeda organisasi. Reorganisasi horisontal dengan proses menggunakan tim lintas-fungsional dan yang dikelola sendiri.

2007 Prentice Hall Inc. All rights reserved.

Contemporary Change Issues for Todays Managers: Stimulating Innovation

Inovasi
Sebuah ide baru yang digunakan untuk memulai atau meningkatkan suatu produk, proses, atau jasa.
Sumber Inovasi: Structural variables Organic structures Long-tenured management Slack resources Interunit communication Budaya Organisasi Sumber Daya Manusia

2007 Prentice Hall Inc. All rights reserved.

Contemporary Change Issues for Todays Managers: Stimulating Innovation (contd)

Pejuang Ide Individu yang membawa inovasi dan aktif dan antusias mempromosikan ide, membangun dukungan, mengatasi hambatan, dan memastikan bahwa ide dilaksanakan.

2007 Prentice Hall Inc. All rights reserved.

Menciptakan Organisasi Pembelajar

Organisasi Pembelajar Sebuah organisasi yang telah mengembangkan kapasitas untuk terus menerus beradaptasi dan berubah.
Characteristics: 1. Memegang visi bersama. 2. Meninggalkan cara berpikir lama. 3. Melihat organisasi sebagai suatu sistem hubungan. 4. Berkomunikasi secara terbuka. 5. Bekerjasama untuk mencapai visi.
E X H I B I T 196
Source: Based on P. M. Senge, The Fifth Discipline (New York: Doubleday, 1990).

2007 Prentice Hall Inc. All rights reserved.

Menciptakan Organisasi Belajar

Pembelajaran lingkartunggal

Memperbaiki kesalahan dengan menggunakan prosedur masa lalu dan kebijakan masa kini
Pembelajaran lingkarganda Memperbaiki kesalahan dengan memodifikasi objek organisasi, peraturan dan rutinitas standar.
2007 Prentice Hall Inc. All rights reserved.

Menciptakan Organisasi belajar

Masalah Fundamental di Organisasi Tradisional:

Fragmentation based on specialization.

Overemphasis on competition.
Reactiveness that misdirects attention to problem-solving rather than creation.

2007 Prentice Hall Inc. All rights reserved.

Managing a Learning Organization

Establish a strategy

Managing Learning

Redesign the organizations structure

Reshape the organizations culture

2007 Prentice Hall Inc. All rights reserved.

Mastering Change: Its Culture-Bound

Questions for culture-bound organizations:
1. Apakah orang meyakini perubahan sebagai hal yang mungkin? 2. Berapa lama waktu yang dibutuhkan untuk memberikan perubahan di organisasi? 3. Apakah resistensi terhadap perubahan besar dalam organisasi ini karena budaya masyarakat di mana ia beroperasi? 4. Bagaimana budaya masyarakat mempengaruhi upaya untuk melaksanakan perubahan? 5. How will idea champions in this organization go about gathering support for innovation efforts?
2007 Prentice Hall Inc. All rights reserved.

Terlalu Banyak Bekerja, Sedikit Waktu

With companies downsizing workers, those who remain find their jobs are demanding increasing amounts of time and energy. A national sample of U.S. employees finds that they:
Feel overworked 54%

Are overwhelmed by workload

Lack time for reflection Dont have time to complete tasks Must multi-task too much

55%
59% 56% 45%

E X H I B I T 197
Source: Business Week, July 16, 2001, p. 12.

2007 Prentice Hall Inc. All rights reserved.

Stress Kerja dan Pengelolaannya

Stress Sebuah kondisi dinamis di mana seorang individu dihadapkan dengan kesempatan, kendala, atau sumber daya n terkait dengan apa yang dia inginkan dan yang hasilnya dipandang tidak pasti dan penting.

2007 Prentice Hall Inc. All rights reserved.

Stress kerja dan pengelolaannya

Permintaan Hilangnya sesuatu yang diinginkan

Sumber Daya
Hal yang di dalam kontrol seseorang yang dapat digunakan untuk mengatasi tuntutan.
2007 Prentice Hall Inc. All rights reserved.

A Model of Stress

E X H I B I T 199 2007 Prentice Hall Inc. All rights reserved.

Source: The Far Side by Gary Larsen 1995 & 1991 Farworks, Inc./Distributed by Universal Press Syndicate. Reprinted with permission. All rights reserved.

E X H I B I T 198

2007 Prentice Hall Inc. All rights reserved.

Sumber-Sumber Potensi Stress

Faktor Lingkungan
Ketidakpastian Ekonomi, misalnya orang merasa cemas terhadap Ketidakpastian Politik, misalnya adanya peperangan akibat perebutan kekuasaan. Perubahan Teknologi, misalnya dengan adanya alatalat eletronik dll, Ancaman Teroris misalnya munculnya bom dimanamana

2007 Prentice Hall Inc. All rights reserved.

Sumber-Sumber Potensial Stress

Faktor Organisasi
Tuntutan tugas yang terkait dengan pekerjaan

Tuntutan peran sebagai fungsi dari sebuah organisasi

Tuntutan antarpribadi yang diciptakan karyawan lain

2007 Prentice Hall Inc. All rights reserved.

Potential Sources of Stress (contd)

Faktor Pribadi
Keluarga dan hubungan personal

Masalah ekonomi dari pendapatan

Kepribadian yang melekat pada diri

Perbedaan Individu
Perceptual variations of how reality will affect the individuals future
Greater job experience moderates stress effects Social support buffers job stress Internal locus of control lowers perceived job stress Strong feelings of self-efficacy reduce reactions to job stress
2007 Prentice Hall Inc. All rights reserved.

Akibat dari Stress

Tingkatan Stress

Gejala Fisiologis, (sakit kepala, tekanan darah tinggi, dan sakit jantung)

Gejala Psikologis (kecemasan, depresi, dan menurunnya tingkat kepuasan kerja)

Gejala Perilaku, (perubahan produktivitas, kemangkiran dan perputaran karyawan.

2007 Prentice Hall Inc. All rights reserved.

Inverted-U Relationship between Stress and Job Performance

E X H I B I T 1910 2007 Prentice Hall Inc. All rights reserved.

Managing Stress
Pendekatan Individual
Menerapkan manajemen waktu Menambah waktu olahraga Pelatihan Relaksasi Memperluas jaringan sosial

2007 Prentice Hall Inc. All rights reserved.

Manajemen Stress
Pendekatan Organisasi
Adanya peyeleksian personel dan penempatan kerja yang lebih baik Penetapan tujuan yang realistis Pendesainan ulang pekerjaan Peningkatan keterlibatan karyawan Perbaikan dalam komunikasi organisasi Penyelenggaraan program-orogram kesejahteraan perusahaan

2007 Prentice Hall Inc. All rights reserved.

Chapter Check-Up: Org. Change

At which stage do organizations break their inertia?
Unfreezing Refreezing

Movement

Discuss with your neighbor what role unfreezing has in breaking

inertia.

2007 Prentice Hall Inc. All rights reserved.

Chapter Check-Up: Stress

Identify 5 sources of stress in your life

currently. Discuss with a classmate the

types of programs you would look for in an organization that would be able to help you manage those 5 sources of stress.

2007 Prentice Hall Inc. All rights reserved.