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Organizational Chan

and Stress ManagemMembers:

Arif Lelono ArumKharisma Kholif ViranataMartinus Adhi Pambudi

Novita AnggraeniSridhani Lestari Pamungkas

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 Forms of Resistance to

- overt and immed- implicit and defer

Sources of Individual Resistance to Change

Resistance to Change 

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Sources of Organizational Resistance to Change

Resistance to Change 

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Forces for Change 

Nature of theworkforce

• More culturaldiversity 

• Agingpopulation

• Many newentrants withinadequate

skills

Technology

• Faster,cheaper, andmore mobilecomputers 

• On-line musicsharing

• Deciphering of

the humangenetic code

Economicshocks

• Rise and fallof dot-comstocks

• 2000 – 02 stockmarketcollapse

• Record low

interest rates

Competition

• Globalcompetitors 

• Mergers andconsolidations

• Growth of e-commerce

Social trends

• Internet chatrooms

• Retirement ofBaby Boomers

• Rise indiscount and“big box”

retailers

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Managing Planned Change 

Change 

Making things different.

Planned Change 

 Activities that are intentionaland goal oriented.

Change Agents 

Persons who act as catalysts andassume the responsibility formanaging change activities.

Goals of Planned Cha

Improving the ability

organization to adapt

in its environment.

Changing the behavioindividuals and group

organization.

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Innovative Culture

• Organic structure positively influence innovation

• Long tenure in management is associated withinnovation

• Innovation is nurtured where there are slack resource

• Inter-unit communication is high in innovativeorganization

Creating a Learning Organization

• Establish a strategy

• Redesign the organization’s structure 

• Reshape the organization’s culture 

Creating a Culture for Change

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Unfreezing the status

quo 

Moved to a desired end

state 

Refreezing the new

change 

Restraining force

Driving force

Restraining force

Driving force

1. Urgency

2. Coalition

3. Vision & Strategy

4. Communication

5. Empower others

6. Short-term win

7. Consolidate gain 8. Reinforce change

Lew

Kotte

Diagnosis  Analysis Feedback Action Evaluation  Actio

Organizatio

Developme

Respect for

people 

Trust &

Support

Power

Equalization Confrontation Participation

Sensitivity Training Survey FeedbackProcess

ConsultationTeam Building

 Approaches to Managing Organizational Change

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What Is Stress?

“An unpleasant psychological process that occurs in respons

environmental pressures”

STRESS

NEGATIVE

POSITIVE

COMMITMEN

STRESS

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Potential Sources of Stress 

EnvironmentalFactors

EconomicUncertainty

PoliticalUncertainty

OrganizationalFactors

TaskDemands

RoleDemands

Interpersonal

Demands

PersonalFactors

FamilyProblems

EconomicProblems

Personality

PerceptionJob

ExperienceSocial

SupportPersonality Cultures

Individual Differences and Cultural Differences

Experienced

Stress

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Consequences of Stress

• Upper respiratory illnesses

• Poor immune system functioning

• Poor health

• Higher blood presure and lower emotional well-being

Physiological Symptoms

(health and medicalsciences)

• Job dissatisfaction

• Tension (feeling of nervousness which makesunable to relax)

• Anxiety (nervousness about what mght happen)

• Irritability (angry or annoyed easily)

• Boredom

• Procrastination

PsychologicalSymptomps

• Reduction in productivity, absence, and turnover

• Changes in eating habbit, increased smoking oralcohol consumption

• Rapid speech, fidgeting (nervous movement)and sleep disorders

Behavioral Symptomps

The Inverted-U

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Managing Stress

• Time management (activity management)

• Physical exercise• Relaxation techniques

• Social suport network (friend, family, colleague)Individual

Approaches

• Selection and placement

• Training

• Redesigning jobs

• Increasing employee involvement in decisionmaking

• Sabbaticals (rest, travel, pursue personal project)

• Provide wellness program such as workshop tohelp employee quit smoking, control alcohol use,lose weight, eat better, so on)

OrganizationalApproaches

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Implications for Managers

Everything ischanged

Organizations andtheir members

undergo dynamicchange

Perform Competitive

“Managers are the primary change agent in most organization. By

the decisions they make and their role-modeling behaviors, they

shape the organization’s change culture” –Robbins and Judge-

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Thank You…