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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.
External forces
Internal forces
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Marketplace: Introduction of companies Change in behavior of competitors New ads technology Governmental Laws & Regulations: Environmental Laws.
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Person who act as catalysts and assume the responsibility for managing change activities.
This process consists of three steps o Unfreezing the status quo o Changing to a new state o Refreezing to make the change permanent
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2. 3. 4. 5. 6. 7. 8.
Establish a sense of urgency by creating a compelling reason for why change is needed. Form a coalition with enough power to lead the change. Create a new vision to direct the change and strategies for achieving the vision. Communicate the vision throughout the organization. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. Plan for, create, and reward short-term wins that move the organization toward the new vision. Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.
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.
Individual Sources.
Personality Perception Habit Security Economic Factors Fear of unknown. Threat to power and influence
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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
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Education & Communication Participation Facilitation & Support Negotiating Manipulation & Cooptation. Selecting people who accept change. 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.
Potential Sources
Environmental factors.
Economic uncertainty. Political uncertainty. Technological change.
Individual Differences. Perception. Job Experience. Social Support. Belief in locus of control. Self-efficacy. Hostility.
Consequences
Physiological Symptoms..
Headaches. High Blood Pressure. Heart Disease.
Organizational factors.
Psychological Symptoms..
Anxiety. Depression. Decrease in job satisfaction.
Experienced Stress
Behavioral Symptoms..
Personal factors.
A Model of Stress
Physical Environment Stressors Role related stressors Interpersonal stressors Organizational stressors
Non-work stressors
Some stressors are found in the physical environment such as, Excessive Noise, Poor Lightening and Safety Hazards etc 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
Remove Stressors
Receive Social Support
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 Stress can be minimized by changing perceptions of situation by strengthening self efficacy and self esteem Physical exercise reduces the physiological consequences of stress by helping employees to lower their respiration rate, muscle tension, heart beat and stomach acidity Social support refers to a persons interpersonal transaction with others and involves providing either emotional or informational support to buffer the stress experience