Managing Change & Stress

7/28/2019 Managing Change & Stress

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Managing

Change &Stress



Definition:“Any event that occurs when

something passes from one stage toanother.”

Organizational Change:

“Any alterations in the people, structure,

or technology of an organization.”



Structure

Technology

People



External forces

Internal forces



“Forces outside the organization”

Marketplace:

o Introduction of companies

o Change in behavior of competitorso New ads technology

Governmental Laws & Regulations:

o Environmental Laws.



Technology:o Computerso New Plants

Economic changes:o Inflationo Deflation



“Forces inside the organization”

o

Changes in organizational strategyo New equipment

o Employee attitudes



Change activities that are intentional andgoal-oriented.

Person who act as catalysts and assume theresponsibility for managing change activities.



The Calm Waters

Metaphor

White-Water

Rapids Metaphor



This process consists of three steps

o Unfreezing the status quo

o Changing to a new stateo Refreezing to make the change permanent



o The lack of environmental stability

o Managers manage change actively to survive



“Controlling the change for the benefit

of the organization carried out by manageracting as change agents or by non-managersexperts of the field.”



Individual Sources

Organizational Sources.



◦ Personality

◦ Perception

◦ Habit◦ Security

◦ Economic Factors

◦

Fear of unknown.◦ Threat to power and influence

.

Individual Sources.



Organizational Sources.

•Organizational Design

•Organizational Culture

•Resource limitation

•Fixed Investment

•Group Inertia.

•Threat of expertise.

•Threat of established power relationship.

•Threat to established resource allocations



o Education & Communication

o Participation

o Facilitation & Supporto Negotiating

o Manipulation & Cooptation.

o Selecting people who accept change.

o Coercion.



Changing Organizational Cultures

Understanding the Situational forces

A dramatic crises occurs

The Organization is young and small

The Culture is weak



Handling Employee

Stress due to

Change



“The Physical and Psychological tension

an individual feels when confronted with

extraordinary demands or opportunities.”



Environmental factors.Economic uncertainty.Political uncertainty.Technological change.

Organizational

factors.Task Demand.Role Demand.Interpersonal demand..

Personal factors.Family problem.Economic Problems.Personality.

Individual Differences.•Perception.• Job Experience.

•Social Support.•Belief in locus of control.•Self-efficacy.•Hostility.

Experienced Stress

Physiological Symptoms..

Headaches.High Blood Pressure.Heart Disease.

Psychological Symptoms..Anxiety.

Depression.Decrease in jobsatisfaction.

Behavioral Symptoms..Productivity.Absenteeism.Turnover.

Potential Sources Consequences

A Model of

Stress



Work related stressors

◦ Physical Environment Stressors◦ Role related stressors◦

Interpersonal stressors◦ Organizational stressors

Non-work stressors◦ Time based conflict◦ Strain based conflict◦ Role behavior conflict



Physical Environmental Stressors◦ Some stressors are found in the physical environment such as, Excessive

Noise, Poor Lightening and Safety Hazards etc

Role Related Stressors◦ Role related stressors include conditions where employees have difficulty

understanding, reconciling or performing the various roles in their lives.

◦ Role conflict an employee may have two roles that are in conflict

with each other or may receive contradictory messages fromdifferent people about how to perform a task.

◦ Role ambiguity when employees are uncertain about their jobduties, performance expectation, level of authority and other jobconditions

◦ Workload work under load – receiving too little work orhaving tasks that do not sufficiently use your talents. Work

overload is a more common stressors these days.◦ Task control employees are more stressed when they

perform their tasks and the pace of their activity



Interpersonal Stressors◦ Interpersonal stressors include ineffective supervision, office

politics and other conflicts that people experience

Workplace violence/Workplace Bullying

Organizational Stressors◦ Mergers of a company, Downsizing, Survivors of lay offs



Time Based Conflict

◦ Many employees have to contend with time basedconflict – the challenge of balancing the timedemanded by work with family and other non-workactivities

Strain Based Conflict

◦ This conflict occurs when stress from one domain spillsover to the other. Relationship problems, financialdifficulties and loss of a loved one usually top the listof non work stressors.

Role Behavior Conflict◦ Occurs when people are expected to enact different

work and non work roles.



StressManagement

Strategies

Remove

Stressors

Control StressConsequences

Change StressPerception

Withdraw from

TheStressors

Receive SocialSupport



Remove the stressors◦ The main cause of the stress should be investigated and

removed

◦ Role related stressors can be minimized

◦ Empower employees

◦ Open communication with employees to reduceambiguities

Work-life balance initiative

Flexible work time

Job sharing

Telecommuting Personal leave programs

Childcare facilities



Withdraw from the stressors◦ Removing the stressors may be ideal solution, but it is often

not feasible. An alternative strategy is to permanently or

temporarily remove employees from the stressors. Permanentwithdrawal occurs when employees are transferred to jobs thatbetter fit their competencies and values

Change stress perception◦ Stress can be minimized by changing perceptions of situation

by strengthening self efficacy and self esteem

Control the consequences of stress◦ Physical exercise reduces the physiological consequences of

stress by helping employees to lower their respiration rate,muscle tension, heart beat and stomach acidity

Receive social support◦ Social support refers to a person’s interpersonal transaction

with others and involves providing either emotional orinformational support to buffer the stress experience

Managing Change & Stress

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