Professional Documents
Culture Documents
Organizational Behavior, 8e
Organizational Behavior, 8e
Behavior, 8e
Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University
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 organization’s natural
evolution.
Organizational Behavior: Chapter 19 4
What is organizational change?
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 contemporary
organizations are expected to be change
agents.
Unplanned change.
– Occurs spontaneously or randomly.
– May be disruptive or beneficial.
– The appropriate goal is to act quickly to
minimize any negative consequences and
maximize any possible benefits.
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 state
of affairs.
• May reflect problems or opportunities.
– Organization-environment relationships.
Force-coercion strategy.
– Draws on reward power, coercive power, and
legitimate power as primary inducements to
change.
– Change agent acts unilaterally to command
change.
– Usually results in temporary compliance.
Organizational Behavior: Chapter 19 11
What change strategies are
used in organizations?
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.
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.
– Initial experimentation.
– Feasibility determination.
– Final application.
Stress.
Source of stress.
– Stressors.
• The wide variety of things that cause stress for
individuals.
– Types of stressors.
• Work-related stressors.
• Nonwork and personal stressors.
Work-related stressors.
– Task demands.
– Role ambiguities.
– Role conflicts.
– Ethical dilemmas.
– Interpersonal problems.
– Career developments.
– Physical setting.
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.
Stress management.
– Used once stress has reached a destructive
point.
– Begins with the recognition of stress
symptoms and continues with actions to
maintain a positive performance edge.
Wellness.
– Personal wellness involves the pursuit of one’s
physical and mental potential through a
personal health promotion program.
– Recognizes individual responsibility for
maintaining and enhancing one’s physical and
mental health.
Organizational Behavior: Chapter 19 36