Change,Innovation&Stress Prince Dudhatra 9724949948

8/7/2019 Change,Innovation&Stress Prince Dudhatra 9724949948

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OrganizationalOrganizationalBehavior, 8eBehavior, 8e

Schermerhorn, Hunt, andSchermerhorn, Hunt, and

OsbornOsborn

Prepared by

Michael K. McCuddy

Valparaiso University

John Wiley & Sons, Inc.


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prince dudhatra-9724949948

COPYRIGHT

Copyright 2003 John Wiley & Sons, Inc. All rights reserved.

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programs or from the use of the information contained herein.


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Chapter 19

Change, Innovation, and Stress

Study questions.

What is organizational change?

What change strategies are used in

organizations?

What can be done about resistance to change?

How do organizations innovate?

How does stress affect people at work?


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Forms of change.

Radical change.

Also known as frame-breaking change.

Change that results in a major overhaul of the

organization or its component systems.

Incremental change. Also known as frame-bending change.

Change that is part of the organizations natural

evolution.


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Change agents.

Individuals and groups who take responsibility

for changing the existing behavior patterns of

another person or social system.

Sometimes hired as outside consultants.

Managers and leaders in contemporaryorganizations are expected to be change

agents.


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Unplanned change.

Occurs spontaneously or randomly. May be disruptive or beneficial.

The appropriate goal is to act quickly to

minimize any negative consequences andmaximize any possible benefits.


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Planned change.

The result of specific efforts by a change

agent.

A performance gap is a direct response to a

perceived performance gap.

A discrepancy between the actual and desired stateof affairs.

May reflect problems or opportunities.


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Organizational forces for change.

Organization-environment relationships.

Organizational life cycle.

Political nature of organizations.


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Organizational targets for change.

Purpose.

Objectives.

Strategy.

Culture

People.

Tasks.

Structure

Technology.


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Phases of planned change.

Unfreezing.

Preparing a situation for change by disconfirming existingattitudes and behaviors.

Susceptibility to boiled frog phenomenon.

Changing.

Taking action to modify a situation by altering the targets of

change.

Refreezing.

Maintaining and eventually institutionalizing the change.


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What change strategies are

used in organizations?

Force-coercion strategy.

Draws on reward power, coercive power, andlegitimate power as primary inducements to

change.

Change agent acts unilaterally to command

change.

Usually results in temporary compliance.


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Rational persuasion strategy.

Also known as an empirical-rational strategy.

Draws on expert power as primary inducement

to change.

Change agent uses special knowledge,

empirical support, or rational arguments.

Usually results in long-term internalization.


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Shared power strategy.

Also known as a normative-reeducative

approach. Draws on referent power as primary

inducement to change.

Change agent empowers people affected by

the change and involves them in decisionmaking related to the change.

Usually results in long-term internalization.


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What can be done about

resistance to change?

Resistance to change.

Any attitude or behavior that indicates

unwillingness to make or support a desired

change.

Alternative views of resistance.

Something that must be overcome for change to besuccessful.

Feedback that can be used to facilitate achieving

change objectives.


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Why people resist change.

Fear of the unknown.

Lack of good information.

Fear for loss of security.

No reason to change.

Fear for loss of power.

Lack of resources.

Bad timing.

Habit.


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Ways in which resistance is experienced.

Resistance to the change itself.

Resistance to the change strategy.

Resistance to the change agent.


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How to deal with resistance.

Education and communication.

Participation and involvement.

Facilitation and support.

Negotiation and agreement.

Manipulation and cooptation.

Explicit and implicit coercion.


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Education and communication.

Educates people about change prior to

implementation and helps them understand thelogic of change.

Use when people lack information or haveinaccurate information.

Advantage creates willingness to help withthe change.

Disadvantage can be very time consuming.


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Participation and involvement.

Allows people to help design and implement

the changes.

Use when other people have important

information and/or power to resist.

Advantages adds information to changeplanning; builds commitment to change.

Disadvantage can be very time consuming.


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Facilitation and support.

Provides emotional and material assistance for

people experiencing the hardships of change. Use when resistance traces to resource or

adjustment problems.

Advantage directly satisfies specific

resource or adjustment needs. Disadvantages can be time consuming; can

be expensive.


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Negotiation and agreement.

Offers incentives to actual or potential change

resistors.

Use when a person or group will lose

something because of the change.

Advantage helps avoid major resistance. Disadvantages can be expensive; can cause

others to seek similar deals.


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Manipulation and cooptation.

Use covert attempts to influence others by

selectively providing information andconsciously structuring events.

Use when other methods dont work or are tooexpensive.

Advantages can be quick and inexpensive. Disadvantage can create future problems if

people sense manipulation.


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Explicit and implicit coercion.

Employ the force of authority to implement

change.

Use when speed is important and the change

agent has power.

Advantages quick; overpowers resistance. Disadvantage risky if people get mad.


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Innovation.

The process of creating new ideas and putting them

into practice. Product innovations.

The introduction of new or improved goods or

services to better meet customer needs.

Process innovations. The introduction of new and better work methods and

operations.


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The innovation process.

Idea creation.

Initial experimentation.

Feasibility determination.

Final application.


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Features of innovative organizations.

Strategies and cultures that are built around a

commitment to innovation.

Structures that support innovation.

Staffing with a clear commitment to

innovation.

Top management support for innovation.


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Stress.

A state of tension experienced by individuals

facing extraordinary demands, constraints, or

opportunities.


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Source of stress.

Stressors. The wide variety of things that cause stress for

individuals.

Types of stressors.

Work-related stressors.

Nonwork and personal stressors.


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Work-related stressors.

Task demands.

Role ambiguities. Role conflicts.

Ethical dilemmas.

Interpersonal problems.

Career developments.

Physical setting.


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Nonwork and personal stressors.

Family events.

Economic difficulties.

Personal affairs.

Individuals needs.

Individuals capabilities.

Individuals personality.


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Stress and performance.

Constructive stress.

Also known as eustress.

Moderate levels of stress act in a positive way for

both individuals and organization.

Destructive stress.

Also known as distress.

Low and especially high levels of stress act in a

negative way for both individuals and organization.


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Stress can harm peoples physical andpsychological health. Health problem associated with stress.

Heart attack.

Stroke.

Hypertension.

Migraine headache.

Ulcers.

Substance abuse. Overeating.

Depression.

Muscle aches.


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Key symptoms of excessive stress.

Changes from:

Regular attendance to absenteeism.

Punctuality to tardiness.

Diligent work to careless work.

A positive attitude to a negative attitude. Openness to change to resistance to change.

Cooperation to hostility.


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Stress prevention.

The best first-line strategy in battling stress.

Involves taking action to keep stress from

reaching a destructive level.

Need to monitor personal and nonwork

stressors and to be proactive in preventing

their adverse impact.


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Stress management.

Used once stress has reached a destructivepoint.

Begins with the recognition of stress

symptoms and continues with actions tomaintain a positive performance edge.


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Wellness.

Personal wellness involves the pursuit of ones

physical and mental potential through a

personal health promotion program.

Recognizes individual responsibility for

maintaining and enhancing ones physical and

mental health.

Change,Innovation&Stress Prince Dudhatra 9724949948

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