HRM REVIEWER

LA 1 – INTRODUCTION

• Management is the core of an enterprise.

• Planning – establishing decisions beforehand.
o Prevent and solve future problems
o Strategic Plans (HIGH MANAGEMENT)
o Tactical plans (MIDDLE MANAGEMENT)
o Operational Plans (LOW MANAGEMENT)
• Organizing – coordinating human efforts and arranging resources.
o Delegating task and allocating resources.
• Leading - GUIDING the people including their works and efforts toward the
direction of the business’ goals and objectives.
• Controlling - ensuring that the works of the employees coincide with the planned
goals and objectives.
o SUPERVISING
• Structure – setting-up hierarchy of power in an organization.
• Modern Technology - new ways and channels of communication and work tools.
• External Environment – indirectly affects the organizational behavior of the
business.
o Competitors, economy, politics, international relations, culture and tradition.
• Organizational Behavior – a field of study wherein on observes and studies how
employees interact within groups in a certain organization.
o Started in 1920’s Hawthorne plant Illinois.
o Multi-faceted which includes psychology, anthropology, economics, etc.
o Social science based field of study.
• Interpersonal skills – behaviors and tactics used by a person to have connection
with other
LA 2 – DIVERSITY

• Workplace Diversity – employees of a workplace vary in many characteristics, it

may be on demographics, or other traits.
• Surface-level Diversity – features and qualities of a person that is visible and
detectable via our EYES.
• Deep-level Diversity – involves qualities that cannot be seen by the eyes.
• Internal Diversity – Involves the demographic profiles of people. Born with.
• External Diversity – unique qualities of a person but not are they are not born with.
• Organization/Functional Diversity – vary in terms of organization assignment.
o Job Function, Place of work, management status, Employment status.
• Worldview diversity – involves the varied personal worldviews of people.
• Diversity Management - organizational actions that ensure diversity and variation
in the organization thru policy and standard making.
o Not imposed, voluntary but is rather timely.
o May boost the face value of the company in the modern world.

LA – 3 ATTITUDES AND BEHAVIORS

• Attitude – personal opinions, belief system, and our PERSONAL RESPONSE TO

THE ENVIRONMENT WE ARE IN.
o Job Satisfaction & Organizational Commitment. (IMPORTANT TO HONE)
• Cognitive (MIND) Component – Personal beliefs, ideas, opinions, qualities, and
attributes one associates with a certain object or situation.
• Affective (EMOTION) Component – Emotional or “feeling part of attitude
o Incorporate feelings in the initial thoughts/opinions made during cognition.
• Behavioral Component – Chosen ACTIONS AND RESPONSES towards that
same object or situation
o Result or manifestation of the first two components.
• Behavior – the way one acts or responses towards us and to others.
 o Attitudes being acted over.
• Work situation attitudes – Depends on working conditions and other work factors.
• Personality attitudes – original un-altered attitude of a person.
• Values attitudes – outcome of the work or the attitude of an employee based on
his/her morals, values, and belie system.
• Social Influence attitude – Attitudes observed then emulated by employees from
surroundings and other people.
• Job satisfaction – feeling and perception of a worker about his work and his
workplace.
o Result of workplace conditions.
o Affected by:
▪ Good-fit company culture – relationship of the employee to other
people in the organization.
▪ Interesting and satisfying work – fulfilling, meaningful, impactful, and
multi-faceted job descriptions.
▪ Rewards and incentives – additional perks given by the business.
▪ Stress-free environment – effective segregation of tasks and many
factors that reduces stress.
• Cognitive Dissonance – incompatibility between two or more attitudes or between
behavior and attititude.

LA 4 – EMOTIONS AND MOODS

• Basic emotions: Joy, Sadness, Fear, Disgust, Anger.

• Moods – much less intense than emotions and is usually abrupt in occurrence.
o Positive affect - one's propensity to experience positive emotions and
interact with others and with life's challenges in a positive way
o Negative affect - experiencing the world in a more negative way, feeling
negative emotions and more negativity in relationships and surroundings.
 o Rely upon emotions a person is in at the moment in time.
• Moral Emotions – relationship of emotions and moral attitudes.
o Feelings or affects that us rooted on the observance of the situation of other
living beings.
o Sympathy, empathy, compassion, humor, affection, antipathy, rivalry, envy,
racial animosity.
• Our emotions should be: IDENTIFIED, INTERPRETED, EXPRESSED.
• Affective events Theory – aims to address many established cognitive appraisal
models and has been supported by many areas of study in the field of emotions to
create a more encompassing theory of work behavior.
o Affect is not Job Satisfaction, but Affect can influence job satisfaction.
• Intelligence Quotient – Cognitive capacity of a person
• Emotional Quotient – ability to understand one’s and others’ emotions well.
• Spiritual Quotient – spiritual capacity of a person.
• Adversity Quotient – ability of a person to abruptly respond to trouble (resilience).
• Creativity Quotient – the capacity of the person to be creative and innovative.

LA 5 – PERSONALITY

• Personality – the varied human characteristic patters of thinking, feeling, and

behaving
o From “persona” which refers to the theatrical mask worn by theatrical actors
to project different roles and disguise their identity.
o CHARACTERISTICS:
▪ Consistency – has a pattern for each situation (per person)
▪ Psychological & Physiological – is in the mid but influenced by
biological processes and needs.
▪ Affects behavior – it causes us to act in certain ways.
o DETERMINANTS:
 ▪ Traits - Acquired natural tendency to respond.
▪ Scheme – the belief system and ideas of a person.
▪ Motives – inner drives of a person
▪ Self-schema – the personal observation of one’s own behavior.
▪ Biological factors:
• Heredity – personality got at conception.
• Brain – everyone’s brain has contribution to personality.
• Physical features – appearance affect personality (esteem).
▪ Family & social factors – nuclear and extended family affects
personality.
▪ Culture – molds morality, practices, and belief system of a person.
▪ Situational Factors – day-to-day experiences of a person.
• Myers-Briggs Type Indicator (MBTI) - long-established method of identifying one’s
personality through analyzing personal traits, ideas, beliefs, and practices of a
certain person.
• Cultural values – fundamental ideas and ideals that support and are dependent
upon for the harmonious coexistence of an entire community.
o Shared communal values based on cultural and traditional beliefs/practices.

LA 6 – PERCEPTION AND DECISION MAKING

• Decision Making is heavily dependent on the perception of the decision maker.

• Perception – the way sensory data is arranged, analyzed, and consciously
experienced.
o Bottom-up processing – Sensory based.
▪ Mere observation with no context.
o Top-down processing – perception is influenced by cognitive expectations
when one is given a context.
▪ Based on experience.
 o FACTORS THAT INFLUENCE:

▪ POINT-OF-VIEW
• Attitudes
• Moods
• Motives
• Self-concept
• Interests
• Cognitive Structure
• Expectations
▪ SITUATION
• Time available
• Work setting
• Social setting
▪ TARGET
• Novelty/originality
• Motion
• Sound
• Size
• Background
• Proximity of the target
• Not all sensations lead to perception.
• Attribution Theory – examines how people relate to one another and interpret the
social realities.
o Focuses more on how people interpret the world around them and how such
interpretations influence their way of thinking and doing.
o Internal Attribution – causation is given to an internal agent, force, or
component
▪ You have an option of acting a certain way or not.
▪ You consequently feel accountable.
 o External Attribution – external agent, force, or factor is identified as a cause.
▪ Factors outside of your control can limit, affect, or even dictate how
you behave.
• Rational Decision Model – emphasizes the use of logical reasoning to arrive at the
best feasible option.
o Select the option that will produce the highest-quality results.
o Compare numerous alternatives at once.
• Intuitive Decision Model – bases decision on feelings and instinct rather than logic.
• Recognition-primed Decision Model – used to discover the fundamentals of a
situation and used frequently under hectic situations.
• BIASES IN DECISION MAKING:
o Overconfidence Bias – people have an excessive amount of faith in their
capacity to foresee the future.
o Hindsight Bias – the habit of people to regard prior errors or incidents as
evident and foreseen.
o Anchoring Effect – placing an excessive amount o weight on a particular
piece of information while making decisions.
o Escalation of commitment – habit of people to keep on doing something that
turned out to be harmful or counterproductive.
o Confirmation Bias – act of intentionally seeking data or facts in a scenario
that validates a specific choice or decisions. Disregards opposing evidence.
o Availability Bias – involves an emphasis on the first pieces of information or
circumstances that come to memory.
o Randomness Bias - detect patterns in data or information that is typically
random.
o Risk aversion – preferring certainty over doubts.
• Workplace heroes – “go-to” people.
LA 7 – MOTIVATION THEORIES

• Motivation – the mechanism or drive that starts, directs, and sustains goal-
oriented behavior.
o Extrinsic Factors – external motivators. (bonuses, promotions)
o Intrinsic Factors – internal motivators. (innate desires)
o ELEMENTS:
▪ Direction – the motivation driving someone to take action.
▪ Intensity – the response’s strength in the chosen direction.
▪ Persistence – The length of time a person puts out effort and
energy in particular direction or goal.
o THEORIES:
▪ Maslow’s Hierarchy of needs – based on the idea that people
prioritize their needs based on their importance.
▪ McGregor’s X and Y Theories:
• Theory X – adopt a pessimistic viewpoint of individuals.
o People have an intrinsic hate or labor.
• Theory Y – work related mental and physical inputs are
equivalent to those of rest or play.
▪ Dual -Factor Theory – Motivation-hygiene
• Motivation – desire for growth
• Hygiene – urge to avoid unpleasantness.
▪ Need Achievement Theory – people are motivated to attain
personal achievement rather that the rewards themselves.
▪ Self-determination Theory – three fundamental and common
psychological requirements drive humans to develop.
• Autonomy, Competence, Relatedness.
▪ Employee Engagement Theory – aims to motivate by
challenging, assisting, and inspiring workers.
▪ Goal-setting theory – task performance and goal setting are
fundamentally related
 • Clear, difficult objectives and useful feedback help people
do tasks more effectively.
▪ self-efficacy theory - places a strong emphasis on the individual
and how that person views his or her own personal skills as major
factors in successful outcomes.
▪ reinforcement theory of motivation - a person's behavior depends
on the results of that behavior.
• "law of impact"
▪ equity theory - workers will measure their contributions to a job
against the benefits they get in return.
▪ expectation theory - increase employee happiness and decrease
employee dissatisfaction.
• Higher performance is correlated with greater effort put
forth at work.

LA 8 - MOTIVATION: THEORY TO PRACTICE

• Job Characteristics Model - aids in increasing the variety, difficulty, and motivation
of the positions at your firm.
o skill variety - The degree of variety in a job.
o Task Identity – The employee must clearly know their tasks.
o Task Significance – the employee must feel their job is meaningful.
o Autonomy – The employee must feel in charge of themselves.
• Job design - It seeks to outline and organize tasks, obligations, and responsibilities
into a single work unit to achieve specific goals.
• Job Redesign - process of rearranging a job's activities, responsibilities, and other
components so that it is more motivating and inspiring for the workers.
 • Job relational Design - the workplace environment affects employees' drive to
positively impact society.
o concerned with the "relational architecture" of the workplace, which has an
impact on employees' interpersonal interactions and connections with the
beneficiaries of the work, as opposed to the features of the tasks that make
up occupations.
• Employee involvement initiatives or programs - foster brand loyalty by empowering
staff to have a sense of ownership over the organization.
o Involvement and autonomy
• Offering flexible scheduling is good for the company's reputation.

LA 9 – GROUP BEHAVIOR

• Group - made up of several people whose interactions with one another cause one
person's actions to have an effect on the others.
o Sense of identification.
• Formal Groups - accomplish specific organizational goals.
• Informal Groups - are formed at work as a result of social and psychological factors
at play. These groups form on their own due to shared interests, social
requirements, physical proximity, and attraction.
• Social Identity theory - the sense of self that a person has depending on their
membership in a community.
o We develop a feeling of social identity a sense of being a part of the social
world—through groups.
• Outgroup - a social group with which a person does not identify.
• Ingroup - a social group with which a person identifies.
• Social identity threat - When people feel that the communes to which they belong
have been negatively judged.
 o It has been demonstrated that stereotype threat increases the risk of mental
fatigue and burnout.
• Punctuated equilibrium model – Long static no change equilibrium then sudden
changes happen.
o Because of changes, a window for development and innovation opens.
o Groups revert back their steps because of the changes.
o “it is often the small steps rather than the giant leaps that bring about long -
lasting changes.”
• Group properties : Size, Goals, Norms, Roles, Interaction, Collective Identity.
• Hawthorn Effect - hypothesized tendency of participants in an experiment or
research to alter or enhance the behavior under investigation solely because it is
under investigation and not as a result of changes in the experiment's settings or
stimulus.

LA 10 – TEAMS

• Team - made up of people who work together toward a shared objective.

o a set of individuals who cooperate to achieve a common objective or
purpose.
• Group - made up of individuals who cooperate and identify with each other.
• Project teams:
o Functional Teams - consist of employees from the same department who
always have various roles and are permanent.
o Cross-functional teams - Members of cross-functional teams come from
diverse departments.
o Matrix Teams - A "two-boss system," in which a person reports to distinct
managers for various elements of his work
 o Contract Teams - external teams hired to fulfill a certain portion of a project
and bound by a contract.
• Self-managed Teams - consist of coworkers who work for the same company and,
despite having a variety of goals, are united in their pursuit of that goal.
o Since there is no a manager nor an authority figure, it is up to the members
to establish the guidelines and standards, deal with issues as they emerge,
and share accountability for the outcomes.
• Virtual teams - made up of members that work remotely and mainly rely on
communication tools to accomplish their goals.
• Operational Teams - They are established to guarantee the success of all back-
office operations.
• Team Effectiveness Model: COMMITMENT, SKILLS, ACCOUNTABILITY.

LA 11 – COMMUNICATION

• Communication - the act of passing information from one location, person, or group
to another.
• Communication Process – SENDER > ENCODING > RECEIVER > DECODING
(NOISE IN THE BACKGROUND)
• FUNCTIONS;
o Awareness
o Education
o Persuasion
o Motivation
o Entertainment
• Downward Communication - Information travels from a higher level of an
organization to a lower level.
 • Upward Communication - communication that moves through an organization to a
higher level.
• Lateral Communication - takes place between equivalent organizational members,
such as peers, managers at similar levels.
• Diagonal communication - refers to communication that occurs between a
manager and staff members of other workgroups.
• MODES:
o ORAL
o AURAL
o MULTIMODAL
o GESTURES
• Effective communication - The process of exchanging ideas, opinions, knowledge,
and facts in order to ensure that the message is received and understood with
clarity and purpose is known as effective communication.
• BARRIERS:
o unhappy or have lost interest
o lack of trust and transparency
o communication styles vary
o Conflicts in the Workplace
o Language & Cultural Disparities

LA 12 – LEADERSHIP

• THEORIES:
o The Great Man Theory - contends that charisma, intelligence, confidence,
communication skills, and social skills are all innate qualities of great
leaders.
▪ Leaders are born.
 o Trait Theory - establish whether a potential leader has the traits necessary
to lead effectively, the detected traits are typically compared to those of
potential leaders.
o Contingency Theory - highlights several factors in a particular environment
that define the leadership style most appropriate for the specified situation.
o Situational Theory - that leadership depends on the situation at hand, as its
name suggests.
▪ Simply put, leaders should always match their leadership style to the
specific circumstance.
o Behavioral Theory - good leadership is the consequence of numerous
acquired skills.
▪ Leaders are made.
• To improve their leadership effectiveness, a global leader must possess the
appropriate set of talents, such as, management of time, Prioritization of tasks,
strategically minded, setting objectives, a sound judgment.
• Getting all the many cultures and viewpoints to cooperate and collaborate together
is necessary for effectively leading a global workforce.
• effective leadership requires competence.

LA 13 – POLITICS AND POWER

• Authority - the moral or legal right or ability to control something or someone.

o an imposition of an absolute or limited power and control.
o Permission.
• Power - the capacity or ability of a person to exert their will over another person.
• BASES OF POWER:
o coercive power - The ability of a management to use the threat of
punishment to coerce an employee into obeying an order.
 o legitimate power - is founded on the notion among staff members that their
boss has the authority to issue commands based on his or her position.
o Reward power - depends on a manager's capacity to provide some form of
reward to workers.
o referent power - Employees' respect for a manager and their desire to
identify with or emulate him or her.
o expert power - the superior may not rank higher than the other persons in a
formal sense.
• Organizational Politics - refers to an individual's self-interest and agenda within a
firm without consideration for how it will affect the company's ability to fulfill its
objectives.
o strategies used for persuasion and the actions used to maintain individual
control at work.
• Impression Management - often known as self-presentation, refers to the
techniques used by individuals to influence how others view them.
• POWER IS NEEDED AS A LEADER.

LA 14 – CONFLICT AND LABOR RELATIONS

• Conflict - oppositions between people caused by disparities in beliefs, attitudes,

comprehension, interests, needs, and occasionally even perceptions.
• intrapersonal conflict - When a single person's own goals, values, or roles conflict.
• interpersonal conflict - arises when two or more persons who must interact have
divergent goals, values, and behavioural styles.
• Intragroup conflict - disagreement within a group or team, where members conflict
over goals or processes.
• horizontal conflict - confrontation with people who are on the same peer level as
you.
• vertical conflict - conflict with a manager or a subordinate.
• STAGES:
o Incompatibility - Existence of circumstances that provide potential for
conflict to arise.
o Cognition and Personalization - The second step of the conflict process
requires that conflict be perceived by the persons involved, whether or
whether there is actually a conflict.
o Intentions - decisions to behave in a particular way.
o Behavior - The opposing parties' remarks, deeds, and reactions are all part
of the behavior stage.
▪ These conflict behaviors are typically overt attempts to carry out each
party's aims.
o Outcomes - Consequences are the result of the contending parties' action-
reaction interactions.
• Conflicts can be beneficial and productive, and different ways of thinking should
be encouraged to generate a variety of ideas and solutions to issues.
• Conflict resolution requires people to put aside their personal feelings and focus
on the long-term objectives of the task or project at hand.
• CONFLICT MANAGEMENT TECHNIQUES:
o Problem Solving/Collaboration/Confronting - parties to the conflict or with
divergent viewpoints step forward and engage in frank discussion of the
issue at hand
o Compromise and reconciliation - It may be necessary for the parties
engaged in certain situations to consider a middle ground where both
parties agree to give up something and find a resolution.
o Withdrawing or Avoiding - In certain circumstances, one of the disputing
participants may opt to withdraw from the conversation and permit following
the other person's viewpoint.
o Force/Competition - a person in a position of authority or power can impose
his or her viewpoint and settle the dispute without allowing the opposing
party or individual an opportunity to respond.
 o Smoothing and accommodating - This tactic is employed when it appears
that there is mistrust or anxiety among the parties concerned.
• Labor Union - a group that participates in collective bargaining with an employer
to defend the financial well-being and working conditions of its members.
• Labor Relations - The interaction between different labor representatives and
management.
• Bargaining - A straightforward, competitive, and positional type of distributive
negotiation.
o focuses more on value claims than it does on adding value.
o TYPES:
▪ distributive bargaining - one party gains at the expense of the other.
Anything having to do with the movement of money.
▪ Integrative bargaining - when both parties work to achieve what is
referred to as "win-win" results. Both parties are free to present a list
of demands in order to establish a MUTUALLY BENEFICIAL
AGREEMENT.
▪ productivity bargaining - is the process when two parties attempt to
reach an understanding on improvements that will increase
productivity in exchange for better compensation or other benefits.
▪ Composite bargaining - is the term for a negotiation that emphasizes
a number of non-pay-related factors.
▪ Concessionary bargaining - unions returning prior benefits to the
business. goal is to strengthen the company.
o PROCESS
▪ PREPARATION > GROUND RULES > CLARIFICATION >
BARGAINING > CLOSURE.
LA 15 – ORGANIZATION STURCTURE

• ELEMENTS:
o Departmentalization - The organizational structure's division of the
company's operations, offices, and teams into departments.
o Chain of command - having each employee report to a single management
rather than a number of managers, inefficiencies are reduced.
HIERARCHY.
o Span of control - The number of personnel that each manager inside a
corporation is in charge.
o Centralization – All decisions are made by top management.
o Decentralization - management at all levels has the chance to weigh in on
overarching aims and objectives.
o Job Description – defined responsibilities o each employee.
o Formalization - determines the company's policies, regulations, and
guidelines as accepted by management.
• FRAMEWORKS:
o Conventional - all employees follow a chain of command as power moves
up through the organization. A pyramid might be how the conventional
organizational chart appears.
o Flat/Simple - lacks defined departments and several levels of management.
Instead, a straightforward organizational structure typically has a single
owner who assigns work to staff members directly.
o Bureaucratic - government agency or for-profit corporation with strictly
adhered-to operating regulations and a rigid line of command.
▪ predetermined workflow patterns.
▪ CENTRALIZED.
o Project management and functional management – INTERDISCIPLINARY.
LA 16 – ORGANIZATION CULTURE

• Organization culture - A strong, broadly held set of beliefs that are supported by
strategy and structure forms the foundation.
o An organization's culture defines the proper way to behave within the
organization.
• CAHARCTERISTICS:
o innovation (Risk Orientation) - Companies with innovative cultures
encourage their people to take chances and innovate while performing their
tasks.
o Attention to Detail (Precision Orientation) - The degree to which employees
are required to be correct in their work.
o Emphasis on Outcome (Achievement Orientation) - Organizational culture
is highly valued by businesses that place an emphasis on outcomes rather
than how those outcomes are attained.
o Emphasis on People (Fairness Orientation) - give a lot of thought to how
decisions will effect the individuals who make up their organizations. These
businesses recognize the value of treating their staff with decency and
respect.
o teamwork (collaboration orientation) - Organizational cultures in which work
is organized around teams rather than individuals.
o aggressiveness (competitive orientation) - When interacting with
businesses that compete with them in the marketplace, group members are
either expected to be assertive or laid back.
o Stability (Rule Orientation) - is highly valued in a company's culture, which
tends to be rule-oriented, predictable, and bureaucratic.
• Employees are united (brought together) by culture, which gives them a sense of
belonging to the company.
• It is an unofficial system of control.
• Organizational Climate - An indicator of how employees feel about the policies and
procedures of their employers.
• Ethical Work Climate – Morals and Values are the foundation of EWC.
 • job-fit - choosing employees based on their abilities and skills as well as how well
they fulfill the particular work requirements stated in the job description.
• Organizational-fit - How a candidate fits into the overall culture of the organization.

LA 17 – HUMAN RESOURCE MANAGEMENT

• Human Resource Management - ensuring an organization runs efficiently. The

process begins with developing the appropriate policies in line with the demands
of the position and concludes with assuring the company's successful business
expansion.
• All concerns pertaining to the people in an organization are managed through the
organizational function known as human resource management.
• FUNCTIONS:
LA 18 – ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT

• Organizational change - examines both the process through which a business or

any other organization alters its operational practices, technologies, organizational
structure, overall structure, or strategies, as well as the implications of these
changes for the organization.
• Change Management - A methodical strategy to dealing with the transition or
transformation of an organization's objectives, procedures, or technologies.
• Developmental change - any improvement to organizational processes and
procedures that had already been developed.
• Transitional Change - Change that involves moving an organization from its
present condition to a new one in order to address an issue, like carrying out a
merger and acquisition or automating a task or process.
• Transformative Change - significant and fundamental change that modifies an
organization's culture and way of doing things.
• FORCES OF CHANGE:
o Demographics - A shift in organizational culture may be necessary due to a
changing work demography.
o Social - Organizations may feel pressure to adapt when social trends
change.
o Governmental limitations - This might be as straightforward as changing the
minimum pay for workers or as complex as enforcing rules and regulations
that ensure fair competition in the marketplace.
o Technology shifts - Organizations must adapt to new technologies or face
the consequences.
o Economic - recessions significantly impacted enterprises.
• Planned Change - The process of preparing the entire company, or a sizable
portion of it, for new objectives or a new course.
• active resistance - Actively opposing the change may disrupt the endeavor and be
public critics of the new practices.
• Passive resistance - entails being troubled by changes without necessarily stating
these beliefs.
• Change interferes routines.
• It can change how well someone works.
• It is like starting-over.
• The finest piece of guidance a corporation can receive in this area is to be honest,
up front, and prompt about significant changes in the workplace.
• CHANGE MANAGEMENT:
o Lewin's Change Management Model.
▪ Unfreeze: the preparation for the change constitutes the first step of
the change-process. This indicates that the organization needs to
prepare for the change at this stage as well as the fact that change
is essential and required.
▪ Change: This is the time when there is actually a transition or
change. As people typically take time to accept new discoveries,
occurring, and changes, the process may take some time to
complete.
▪ Refreeze: The business or organization starts to regain stability once
the change has been adopted and executed by the workforce.
Refreeze is the name of the stage because of this. At this point,
things start to resume their usual speed and routine as the
employees and procedures start to refreeze.
o Kotter's theory of change management.
▪ Create a sense of urgency among the people.
▪ Assemble the best team possible by choosing individuals with a
variety of abilities, knowledge, and dedication.
▪ Get the vision right
▪ Communicate
▪ empower action or get things moving
▪ Focus on short-term objectives
▪ Consolidate improvements
 ▪ Integrate change
• Stress - how we react when we feel under pressure or threatened. It usually
happens when we are in a situation that we don't feel we can manage or control.
o Stress can occasionally originate internally rather than externally. Just
wondering about something can make you anxious. Fear and
apprehension. Stress can result from hearing on the news frequently about
the potential of terrorist attacks, global warming, and harmful chemicals,
especially if you believe you have little influence over these events.