Ch. 18 Organizational Change and Stress Management
Ch. 18 Organizational Change and Stress Management MGMT 3720
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This 3 page Class Notes was uploaded by Alora Lornklang on Monday May 2, 2016. The Class Notes belongs to MGMT 3720 at University of North Texas taught by Dr. James D. Powell in Spring 2016. Since its upload, it has received 11 views. For similar materials see Organizational Behavior in Business at University of North Texas.
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Date Created: 05/02/16
MGMT 3720 Organizational Behavior Chapter Review Chapter 18 Organizational Change and Stress Management 1. Contrast planned and unplanned change. a. Change i. Making things different b. Planned change i. Change activities that are intentional and goal oriented ii. There are two goals of planned change: 1. Improve the ability of the organization to adapt to changes in its environment. 2. Change employee behavior c. Change agents i. Persons who act as catalysts and assume the responsibility for managing change activities d. Forces for change i. Nature of workforce ii. Technology iii. Economic shocks iv. Competition v. Social trends vi. World politics 2. Describe the sources of resistance to change a. Individual sources i. Habit ii. Security iii. Economic factors iv. Fear of the unknown v. Selective information processing b. Organizational sources i. Structural inertia ii. Limited focus of change iii. Group inertia iv. Threat to expertise v. Threat to established power relationships c. Overcoming Resistance to Change i. Education and communication ii. Participation iii. Building support and commitment iv. Develop positive relationships v. Implementing changes fairly vi. Manipulation and cooptation vii. Selecting people who accept change viii. Coercion d. The politics of change i. Change threatens the status quo, making it an inherently political activity. ii. Politics suggests the impetus for change is more likely to come from: 1. Outside change agents 2. Employees new to the organization who have less invested in the status quo. 3. Compare the four main approaches to managing organizational change a. Lewin’s ThreeStep Change Model i. Unfreezing Movement Refreezing b. Unfreezing i. Changing to overcome the pressures of both individual resistance and group conformity c. Movement i. A change process that transforms the organization form the status quo to a desired end state d. Refreezing i. Stabilizing a change intervention by balancing driving and restraining forces e. Driving forces i. Forces that direct behavior away from the status quo. f. Restraining forces i. Forces that hinder movement from the existing equilibrium. 4. Demonstrate two ways of creating a culture for change a. Innovation i. New idea applied to initiating or improving a product, process, or service b. Sources of innovation i. Structural variables are the most studied potential source of innovation 1. Organic structures positively influence innovation 2. Long tenure in management is associated with innovation 3. Innovation is nurtured when there are slack resources 4. Interunit communication is high in innovative organizations c. Creating a Learning Organization i. Learning organization 1. An organization that has developed the continuous capacity to adapt and change 5. Identify potential sources of stress a. Stress i. An unpleasant psychological process that occurs in response to environmental pressures b. Challenge stressors i. Stressors associated with workload, pressure to complete tasks, and time urgency c. Hindrance stressors i. Stressors that keep you from reaching your goals d. Potential sources of stress i. Environmental factors ii. Individual differences iii. Cultural differences 6. Identify the consequences of stress a. Physiological symptoms b. Psychological symptoms c. Behavioral symptoms 7. Contrast the individual and organizational approaches to managing stress a. Individual approaches i. An employee can take personal responsibility for reducing stress levels. ii. Individual strategies include: 1. Timemanagement techniques 2. Increased physical exercise 3. Relaxation training 4. Expanded social support networks b. Redesign of jobs i. Redesigning jobs to give employees more responsibility, more meaningful work, more autonomy, and increased feedback can reduce stress because these factors give employees greater control over work activities. c. Increased employee involvement d. Corporate wellness programs i. Organizationally supported programs that focus on the employee’s total physical and mental condition
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