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final change
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Definition: “Any event that occurs when
something passes from one stage to another.”
Organizational Change: “Any alterations in the people,
structure, or technology of an organization.”
“Forces outside the organization”
Marketplace:o Introduction of companieso Change in behavior of competitorso New ads technology
Governmental Laws & Regulations:o Environmental Laws.
Technology:o Computerso New Plants
Labor markets:
Economic changes:o Inflationo Deflation
“Forces inside the organization”
o Changes in organizational strategy
o New equipmento Employee attitudes
Change activities that are intentional and goal-oriented.
Person who act as catalysts and assume the responsibility for managing change activities.
This process consists of three steps o Unfreezing the status quoo Changing to a new stateo Refreezing to make the change permanent
o The lack of environmental stabilityo Managers manage change actively to
survive
“Controlling the change for the
benefit of the organization carried out by manager acting as change agents or by non-managers experts of the field.”
◦Personality ◦Perception ◦Habit◦Security◦Economic Factors◦Fear of unknown.◦Threat to power and influence
.
o Education & Communicationo Participationo Facilitation & Supporto Negotiatingo 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 job satisfaction.
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 from different people about how to perform a task.
◦ Role ambiguity when employees are uncertain about their job duties, performance expectation, level of authority and other job conditions
◦ Workload work under load – receiving too little work or having 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 based
conflict – the challenge of balancing the time demanded by work with family and other non-work activities
Strain Based Conflict◦ This conflict occurs when stress from one domain
spills over to the other. Relationship problems, financial difficulties and loss of a loved one usually top the list of non work stressors.
Role Behavior Conflict◦ Occurs when people are expected to enact different
work and non work roles.
Stress Management Strategies
Remove Stressors
Control Stress Consequences
Change Stress Perception
Withdraw from TheStressors
Receive Social Support
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 reduce
ambiguities 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. Permanent withdrawal occurs when employees are transferred to jobs that better 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 or informational support to buffer the stress experience