Professional Documents
Culture Documents
Management 1
Management 1
Organizational Change
and Stress Management
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
Managing Planned Change
Change
Making things different. Goals of Planned
Change:
Planned Change
Improving the ability of
Activities that are
the organization to
intentional and goal adapt to changes in its
oriented. environment.
Changing the behavior
Change Agents
of individuals and
Persons who act as
groups in the
catalysts and assume the organization.
responsibility for managing
change activities.
Unfreezing Refreezing
Change efforts to overcome Stabilizing a change
the pressures of both intervention by balancing
individual resistance and driving and restraining forces.
group conformity.
Action Research
A change process based on systematic collection of
data and then selection of a change action based on
what the analyzed data indicate.
OD Values:
1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
Sensitivity Training
Training groups (T-groups) that seek to change
behavior through unstructured group interaction.
Provides increased awareness of others and self.
Increases empathy with others, improves listening
skills, greater openess, and increased tolerance for
others.
Team Building
High interaction among team members to
increase trust and openness.
Intergroup Development
OD efforts to change the attitudes, stereotypes, and
perceptions that groups have of each other.
Appreciative Inquiry
Seeks to identify the unique qualities and special
strengths of an organization, which can then be built
on to improve performance.
Appreciative Inquiry (AI):
• Discovery: recalling the strengths of the organization.
• Dreaming: speculation on the future of the
organization.
• Design: finding a common vision.
• Destiny: deciding how to fulfill the dream.
– Organizational impact
• Additional stress on employees to constantly excel.
• Requires constant change in organization.
Innovation
Sources of Innovation:
A new idea applied
• Structural variables
to initiating or
improving a • Organic structures
product, process, • Long-tenured management
or service. • Slack resources
• Interunit communication
• Organization’s culture
• Human resources
Idea Champions
Double-Loop Learning
Errors are corrected by modifying the organization’s
objectives, policies, and standard routines.
Establish
a strategy
Redesign the
Managing organization’s
Learning structure
Reshape the
organization’s culture
Stress
A dynamic condition in which an individual is
confronted with an opportunity, constraint,
or demand related to what he or she desires
and for which the outcome is perceived to
be both uncertain and important.
Constraints
Forces that prevent individuals
from doing what they desire.
Demands
The loss of something
desired.
High Levels
of Stress