OB-Change

ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N ST E N T H E D I T I O N 2003 Prentice Hall Inc. All rights reserved.PowerPoint Presentation by Charlie Cook

2003 Prentice Hall Inc. All rights reserved.19*AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:Describe forces that act as stimulants to change.Summarize the sources of individual and organizational resistance to change.Summarize Lewins three-step change model.Explain the values underlying most OD efforts.Identify properties of innovative organizations.List characteristics of a learning organization.L E A R N I N G O B J E C T I V E S

2003 Prentice Hall Inc. All rights reserved.

2003 Prentice Hall Inc. All rights reserved.19*AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:Define knowledge management and explain its importance.Describe potential sources of stress.Explain individual difference variables that moderate the stressoutcome relationship.L E A R N I N G O B J E C T I V E S (contd)


2003 Prentice Hall Inc. All rights reserved.19*Managing Planned ChangeGoals 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.


2003 Prentice Hall Inc. All rights reserved.19*Resistance to ChangeForms of Resistance to ChangeOvert and immediateVoicing complaints, engaging in job actionsImplicit and deferredLoss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism


2003 Prentice Hall Inc. All rights reserved.19*Overcoming Resistance to ChangeTactics for dealing with resistance to change:Education and communicationParticipationFacilitation and supportNegotiationManipulation and cooptationCoercion


2003 Prentice Hall Inc. All rights reserved.19*The Politics of ChangeImpetus 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.


2003 Prentice Hall Inc. All rights reserved.19*Action ResearchProcess Steps:DiagnosisAnalysisFeedbackActionEvaluationAction research benefits:Problem-focused rather than solution-centered.Heavy employee involvement reduces resistance to change.


2003 Prentice Hall Inc. All rights reserved.19*Organizational Development Techniques (contd)Team Building Activities:Goal and priority setting.Developing interpersonal relations.Role analysis to each members role and responsibilities.Team process analysis.


2003 Prentice Hall Inc. All rights reserved.19*Organizational Development Techniques (contd)Intergroup Problem Solving:Groups independently develop lists of perceptions.Share and discuss lists.Look for causes of misperceptions.Work to develop integrative solutions.


2003 Prentice Hall Inc. All rights reserved.19*Organizational Development Techniques (contd)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.


2003 Prentice Hall Inc. All rights reserved.19*Contemporary Change Issues for Todays Managers: Stimulating InnovationSources of Innovation:Structural variablesOrganic structuresLong-tenured managementSlack resourcesInterunit communicationOrganizations cultureHuman resources


2003 Prentice Hall Inc. All rights reserved.19*Contemporary Change Issues for Todays Managers: Creating a Learning OrganizationCharacteristics:Holds a shared visionDiscards old ways of thinking.Views organization as system of relationships.Communicates openly.Works together to achieve shared vision.


2003 Prentice Hall Inc. All rights reserved.19*Contemporary Change Issues for Todays Managers: Creating a Learning OrganizationFundamental Problems in Traditional Organizations:Fragmentation based on specialization.Overemphasis on competition.Reactiveness that misdirects attention to problem-solving rather than creation.


2003 Prentice Hall Inc. All rights reserved.19*Contemporary Change Issues for Todays 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.


2003 Prentice Hall Inc. All rights reserved.19*Contemporary Change Issues for Todays Managers: Culture-Bound OrganizationsQuestions for culture-bound organizations:Do people believe change is even possible?How long will it take to bring about change in the organization?Is resistance to change greater in this organization due to the culture of the society in which it operates?How will the societal culture affect efforts to implement change?How will idea champions in this organization go about gathering support for innovation efforts?


2003 Prentice Hall Inc. All rights reserved.19*Potential Sources of Stress Environmental FactorsEconomic uncertainties of the business cyclePolitical uncertainties of political systemsTechnological uncertainties of technical innovationsTerrorism in threats to physical safety and security


2003 Prentice Hall Inc. All rights reserved.19*Potential Sources of Stress Organizational FactorsTask demands related to the jobRole demands of functioning in an organizationInterpersonal demands created by other employeesOrganizational structure (rules and regulations)Organizational leadership (managerial style)Organizations life stage (growth, stability, or decline)


2003 Prentice Hall Inc. All rights reserved.19*Potential Sources of Stress (contd) Individual FactorsFamily and personal relationshipsEconomic problems from exceeding earning capacityPersonality problems arising for basic dispositionIndividual DifferencesPerceptual 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.


2003 Prentice Hall Inc. All rights reserved.19*Managing StressOrganizational ApproachesImproved personnel selection and job placementTrainingUse of realistic goal settingRedesigning of jobsIncreased employee involvementImproved organizational communicationOffering employee sabbaticalsEstablishment of corporate wellness programs


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