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8/11/2019 PO Smtr Genap 2013 Chp.19 Change Management
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ORGANIZATIONAL BEHAVIOR
© 2003 Prentice Hall Inc. All rights reserved.
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19 –2
Forces for Change
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19 –3
Forces for Change (cont’d)
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19 –4
Managing Planned Change
Goals of Planned
Change:
Improving the ability of
the organization to adaptto changes in its
environment.
Changing the behavior of
individuals and groups inthe organization.
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19 –5
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
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19 –6
Sources of Individual Resistance to Change
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19 –7
Sources of Organizational Resistance to
Change
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19 –8
Overcoming Resistance to Change
Tactics for dealing with resistance
to change:
• Education and communication
• Participation
• Facilitation and support
• Negotiation
• Manipulation and cooptation
• Coercion
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19 –9
The Politics of Change
Impetus for change is likely to come from outsidechange agents.
Internal change agents are most threatened by
their loss of status in the organization.
Long-time power holders tend to implement onlyincremental change.
The outcomes of power struggles in the
organization will determine the speed and quality
of change.
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19 –10
Lewin’s Three-Step Change Model
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19 –11
Lewin’s Three-Step Change Model
E X H I B I T 19-5
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19 –12
Unfreezing the Status Quo
E X H I B I T 19-6
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Action Research
Process Steps:
1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation
Action research benefits:
Problem-focused ratherthan solution-centered.
Heavy employee
involvement reduces
resistance to change.
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19 –14
Organizational Development
OD Values:
1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
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19 –15
Organizational Development Techniques
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19 –16
Organizational Development Techniques
(cont’d)
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19 –17
Organizational Development Techniques
(cont’d)
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19 –18
Organizational Development Techniques
(cont’d)
Team Building Activities:
• Goal and priority
setting.
• Developing
interpersonal relations.
• Role analysis to each
member’s role andresponsibilities.
• Team process analysis.
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19 –19
Organizational Development Techniques
(cont’d)
Intergroup Problem
Solving:
• Groups independently
develop lists ofperceptions.
• Share and discuss
lists.
• Look for causes ofmisperceptions.
• Work to develop
integrative solutions.
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19 –20
Organizational Development Techniques
(cont’d)
Appreciative Inquiry (AI):
• Discovery: recalling
the strengths of the
organization.
• Dreaming: speculation
on the future of the
organization.
• Design: finding acommon vision.
• Destiny: deciding how
to fulfill the dream.
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19 –21
Contemporary Change Issues for Today’s
Managers: Stimulating Innovation
Sources of Innovation:
• Structural variables
• Organic structures
• Long-tenuredmanagement
• Slack resources
• Interunit
communication
• Organization’s culture
• Human resources
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19 –22
Contemporary Change Issues for Today’s
Managers: Creating a Learning Organization
Characteristics:
1. Holds a shared vision
2. Discards old ways ofthinking.
3. Views organization as
system of relationships.
4. Communicates openly.
5. Works together to
achieve shared vision.
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19 –23
Contemporary Change Issues for Today’s
Managers: Creating a Learning Organization
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19 –24
Work Stress and Its Management
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Work Stress and Its Management
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Too Much Work, Too Little Time
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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
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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)
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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 theindividual’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 jobstress.
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Consequences of Stress
High Levels
of Stress
Physiological
SymptomsBehavioral
Symptoms
Psychological
Symptoms
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19 –31
A Model of Stress
E X H I B I T 19-10
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Inverted-U Relationship between Stress and
Job Performance
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Managing Stress
Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network
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© 2003 Prentice Hall Inc. All rights reserved. 19 –34
Managing 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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UAS PERILAKU ORGANISASI
Materi:
Group Behavior s/d. Change Management Tugas UAS:
Isilah Evaluasi Belajar-Mengajar (PBM) melalui SAT, buktidiserahkan di hari UAS dalam bentuk print out atau soft copy,
yang mengerjakan mendapatkan bonus poin sebesar 5 Soal Ujian:
Essay/Uraian.
Jaga kesehatan!!
Siapkan hal-hal administratif (baju, celana, sepatu, KRS,KTM) menjelang UTS!!
Siapkan mental & Stop SKS!!
Jangan terlambat & perhatikan jadwal ujian!!
J t k!!