Ch19 Oc & Change Mgt

ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook

© 2003 Prentice Hall Inc. All rights reserved. 19–2

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

1. Describe forces that act as stimulants to change.

2. Summarize the sources of individual and organizational resistance to change.

3. Summarize Lewin’s three-step change model.

4. Explain the values underlying most OD efforts.

5. Identify properties of innovative organizations.

6. List characteristics of a learning organization.

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AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

7. Define knowledge management and explain its importance.

8. Describe potential sources of stress.

9. Explain individual difference variables that moderate the stress–outcome relationship.

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Forces for ChangeForces for Change

E X H I B I T 19-1a


Forces for Change (cont’d)Forces for Change (cont’d)

E X H I B I T 19-1b


Managing Planned ChangeManaging Planned Change

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.

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 ChangeResistance 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


Sources of Individual Resistance to ChangeSources of Individual Resistance to Change

E X H I B I T 19-2


Sources of Organizational Resistance to Change

Sources of Organizational Resistance to Change

E X H I B I T 19-40


Overcoming Resistance to ChangeOvercoming Resistance to Change

Tactics for dealing with resistance to change:

• Education and communication

• Participation

• Facilitation and support

• Negotiation

• Manipulation and cooptation

• Coercion

Tactics for dealing with resistance to change:

• Education and communication

• Participation

• Facilitation and support

• Negotiation

• Manipulation and cooptation

• Coercion


The Politics of ChangeThe 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.


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


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

E X H I B I T 19-5


Unfreezing the Status QuoUnfreezing the Status Quo

E X H I B I T 19-6


Action ResearchAction Research

Process Steps:

1. Diagnosis

2. Analysis

3. Feedback

4. Action

5. Evaluation

Process Steps:

1. Diagnosis

2. Analysis

3. Feedback

4. Action

5. Evaluation

Action research benefits:

Problem-focused rather than solution-centered.

Heavy employee involvement reduces resistance to change.

Action research benefits:

Problem-focused rather than solution-centered.

Heavy employee involvement reduces resistance to change.


Organizational DevelopmentOrganizational Development

OD Values:1. Respect for people

2. Trust and support

3. Power equalization

4. Confrontation

5. Participation

OD Values:1. Respect for people

2. Trust and support

3. Power equalization

4. Confrontation

5. Participation


Organizational Development TechniquesOrganizational Development Techniques


Organizational Development Techniques (cont’d)








Team Building Activities:

• Goal and priority setting.

• Developing interpersonal relations.

• Role analysis to each member’s role and responsibilities.

• Team process analysis.

Team Building Activities:

• Goal and priority setting.

• Developing interpersonal relations.

• Role analysis to each member’s role and responsibilities.

• Team process analysis.




Intergroup Problem Intergroup Problem Solving:Solving:

• Groups independently Groups independently develop lists of develop lists of perceptions.perceptions.

• Share and discuss Share and discuss lists.lists.

• Look for causes of Look for causes of misperceptions.misperceptions.

• Work to develop Work to develop integrative solutions.integrative solutions.

Intergroup Problem Intergroup Problem Solving:Solving:

• Groups independently Groups independently develop lists of develop lists of perceptions.perceptions.

• Share and discuss Share and discuss lists.lists.

• Look for causes of Look for causes of misperceptions.misperceptions.

• Work to develop Work to develop integrative solutions.integrative solutions.




Appreciative Inquiry (AI):

• Discovery: recalling the strengths of the organization.

• Dreaming: speculation on the future of the organization.

• Design: finding a common vision.

• Destiny: deciding how to fulfill the dream.

Appreciative Inquiry (AI):

• Discovery: recalling the strengths of the organization.

• Dreaming: speculation on the future of the organization.

• Design: finding a common vision.

• Destiny: deciding how to fulfill the dream.


Contemporary Change Issues for Today’s Managers: Stimulating Innovation

Contemporary Change Issues for Today’s Managers: Stimulating Innovation

Sources of Innovation:Sources of Innovation:

• Structural variablesStructural variables

• Organic structuresOrganic structures

• Long-tenured Long-tenured managementmanagement

• Slack resourcesSlack resources

• Interunit Interunit communicationcommunication

• Organization’s cultureOrganization’s culture

• Human resourcesHuman resources

Sources of Innovation:Sources of Innovation:

• Structural variablesStructural variables

• Organic structuresOrganic structures

• Long-tenured Long-tenured managementmanagement

• Slack resourcesSlack resources

• Interunit Interunit communicationcommunication

• Organization’s cultureOrganization’s culture

• Human resourcesHuman resources


Contemporary Change Issues for Today’s Managers: Creating a Learning Organization


Characteristics:Characteristics:

1.1. Holds a shared visionHolds a shared vision

2.2. Discards old ways of Discards old ways of thinking.thinking.

3.3. Views organization as Views organization as system of relationships.system of relationships.

4.4. Communicates openly.Communicates openly.

5.5. Works together to Works together to achieve shared vision.achieve shared vision.

Characteristics:Characteristics:

1.1. Holds a shared visionHolds a shared vision

2.2. Discards old ways of Discards old ways of thinking.thinking.

3.3. Views organization as Views organization as system of relationships.system of relationships.

4.4. Communicates openly.Communicates openly.

5.5. Works together to Works together to achieve shared vision.achieve shared vision.







Fundamental Problems in Fundamental Problems in Traditional Organizations:Traditional Organizations:

• Fragmentation based on Fragmentation based on specialization.specialization.

• Overemphasis on Overemphasis on competition.competition.

• Reactiveness that Reactiveness that misdirects attention to misdirects attention to problem-solving rather problem-solving rather than creation.than creation.

Fundamental Problems in Fundamental Problems in Traditional Organizations:Traditional Organizations:

• Fragmentation based on Fragmentation based on specialization.specialization.

• Overemphasis on Overemphasis on competition.competition.

• Reactiveness that Reactiveness that misdirects attention to misdirects attention to problem-solving rather problem-solving rather than creation.than creation.


Contemporary Change Issues for Today’s Managers: Managing a Learning Organization

Contemporary Change Issues for Today’s Managers: Managing a Learning Organization

EstablishEstablisha strategya strategy

EstablishEstablisha strategya strategy

Redesign the Redesign the organization’sorganization’s

structurestructure

Redesign the Redesign the organization’sorganization’s

structurestructure

Reshape the Reshape the organization’s cultureorganization’s culture

Reshape the Reshape the organization’s cultureorganization’s culture

Managing Managing LearningLearning

Managing Managing LearningLearning


Contemporary Change Issues for Today’s Managers: Knowledge Management (KM)

Contemporary Change Issues for Today’s Managers: Knowledge Management (KM)

Why KM is important:

Intellectual assets are as important as physical assets.

When individuals leave, their knowledge and experience goes with them.

A KM system reduces redundancy and makes the organization more efficient.

Why KM is important:

Intellectual assets are as important as physical assets.

When individuals leave, their knowledge and experience goes with them.

A KM system reduces redundancy and makes the organization more efficient.


Contemporary Change Issues for Today’s Managers: Culture-Bound Organizations

Contemporary Change Issues for Today’s Managers: Culture-Bound Organizations

Questions for culture-bound organizations:

1. Do people believe change is even possible?

2. How long will it take to bring about change in the organization?

3. Is resistance to change greater in this organization due to the culture of the society in which it operates?

4. How will the societal culture affect efforts to implement change?

5. How will idea champions in this organization go about gathering support for innovation efforts?

Questions for culture-bound organizations:

1. Do people believe change is even possible?

2. How long will it take to bring about change in the organization?

3. Is resistance to change greater in this organization due to the culture of the society in which it operates?

4. How will the societal culture affect efforts to implement change?

5. How will idea champions in this organization go about gathering support for innovation efforts?


Work Stress and Its ManagementWork Stress and Its Management


Work Stress and Its ManagementWork Stress and Its Management


Too Much Work, Too Little TimeToo Much Work, Too Little Time

E X H I B I T 19-8


Potential Sources of Stress Potential Sources of Stress

Environmental Factors– Economic uncertainties of the business cycle– Political uncertainties of political systems– Technological uncertainties of technical

innovations– Terrorism in threats to physical safety and

security


Potential Sources of Stress Potential Sources of Stress

Organizational Factors– Task demands related to the job– Role demands of functioning in an organization– Interpersonal demands created by other

employees– Organizational structure (rules and regulations)– Organizational leadership (managerial style)– Organization’s life stage (growth, stability, or

decline)


Potential Sources of Stress (cont’d) Potential Sources of Stress (cont’d)

Individual Factors– Family and personal relationships– Economic problems from exceeding earning

capacity– Personality problems arising for basic disposition

Individual Differences– Perceptual variations of how reality will affect the

individual’s 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.


Consequences of StressConsequences of Stress

High LevelsHigh Levelsof Stressof Stress

High LevelsHigh Levelsof Stressof Stress

PhysiologicalPhysiologicalSymptomsSymptoms

PhysiologicalPhysiologicalSymptomsSymptoms

BehavioralBehavioralSymptomsSymptoms

BehavioralBehavioralSymptomsSymptoms

PsychologicalPsychologicalSymptomsSymptoms

PsychologicalPsychologicalSymptomsSymptoms


A Model of StressA Model of Stress

E X H I B I T 19-10


Inverted-U Relationship between Stress and Job Performance

Inverted-U Relationship between Stress and Job Performance

E X H I B I T 19-11


Managing StressManaging Stress

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


Managing StressManaging 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

Ch19 Oc & Change Mgt

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organizational

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step change

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todays managers

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learning organization