ORGANIZATIONAL BEHAVIOR

I.RAISAL
DEPT. OF MANAGEMENT
SEUSL

I.RAISAL DEPT. OF MANAGEMENT

I.RAISAL DEPT. OF MANAGEMENT
 Change

Change simply means alteration in status quo. Human

beings are certainly familiar with change and they have
the ability to adapt to it. But often they resist change in
their work places. When managers use their most logical
arguments and persuasive skills to support a change,
they frequently discover that employees remain
unconvinced of the need for it.
Work change
 Work change is any alteration that occurs in the
work environment. The whole organization tends
to be affected by change. A wide variety of forces
may bring about more dramatic changes that
touch the entire core of an organization
Forces for Change
Force Examples
Nature of the workforce More cultural diversity
Aging population
Many new entrants with inadequate skills

Technology Faster, cheaper, and more mobile computers

On-line sharing
Deciphering of the human genetic code

Economic shocks Rise and fall of stocks

stock market
Record low interest rates

Competition Global competitors

Mergers and consolidations
Growth of e-commerce
Forces for Change
Force Examples
Social trends Internet based society
changing lifestyles
urbanization

World politics globalization

Opening of markets new markets
War on terrorism
 Types of change

Adaptive change Radically

Innovative change
Innovative change

Reintroducing a introducing a practice introducing a practice

Familiar practice new to the organization new to the industry

low High

Degree of complexity, cost, uncertainty

Potential for resistance to change
 Planned change
the changes induced by the internal forces as a
preparation to effectively meet the anticipated and
potential environmental changes is known as
Planned change. Planned change is deliberately
design and adopted to meet the expected future
threats and opportunities.
Managing Planned Change

Change
Making things
Goals
GoalsofofPlanned
Planned
different.
Change:
Change:
Planned Change
Activities that are Improving
Improvingthe
theability
abilityofof
intentional and goal the
theorganization
organizationtotoadapt
adapt
oriented. totochanges
changesininits
its
environment.
environment.
Change Agents Changing
Changingthethebehavior
behaviorofof
Persons who act as individuals
individualsand
andgroups
groupsinin
catalysts and assume the
theorganization.
organization.
the responsibility for
managing change
activities.
 Change and strategic planning

A strategic plan outlines an organization’s long

term directions and actions necessary to achieve
planned results.
Strategic plans are based on considering an
organization's strengths and weaknesses relative
to its environmental opportunities and threats.
Resistance to Change
Forms of Resistance to Change
– Overt and immediate
• Voicing complaints, engaging in job actions
– Implicit and deferred
• Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism
 Resistance to Change
Enthusiastic

Cooperation
Acceptance
Cooperation under pressure

Acceptance

Passive resignation

Indifference
indifference
Apathy loss of interest in the job

Doing only what is ordered

passive resistance Regressive behaviour

No learning

Protests

Working to rule

Doing as little as possible

active resistance
Slowing down

Personal withdrawal

Committing errors

Spoilage

Deliberate sabotage
Sources of Individual Resistance to Change
Sources of Organizational Resistance to
Change
Overcoming Resistance to Change

Tactics
Tacticsfor
fordealing
dealingwith
withresistance
resistanceto
to
change:
change:
•• Education
Educationand
andcommunication
communication
•• Participation
Participation
•• Facilitation
Facilitationand
andsupport
support
•• Negotiation
Negotiation
•• Manipulation
Manipulationand
andcooptation
cooptation
•• Coercion
Coercion
The Politics of Change

 Impetus for change is likely to come from outside

change agents.
 Internal change agents are most threatened by
their loss of status in the organization.
 Long-time power holders tend to implement only
incremental change.
 The outcomes of power struggles in the
organization will determine the speed and quality
of change.
Lewin’s Three-Step Change Model

Unfreezing Refreezing
Change efforts to Stabilizing a change
overcome the pressures intervention by balancing
of both individual driving and restraining
resistance and group forces.
conformity.

Driving Forces Restraining Forces

Forces that direct Forces that hinder
behavior away from the movement from the
status quo. existing equilibrium.
Lewin’s Three-Step Change Model
 Assumptions that underlie the model
 The change process involves learning something new, as well as
discontinuing current attitudes, behaviours or organizational
practices.
 Change will not occur unless there is motivation to change. This
is often the most difficult part of the change process.
 People are the hub of all organizational changes. Any change,
whether in terms of structure, group processes, reward systems,
or job design requires individuals to change.
 Resistance to change is found even when the goals of the
change are highly desirable.
 Effective change requires reinforcing new behaviours, attitudes
and organizational practices.
Unfreezing the Status Quo
 Kotter’s Eight-Step Plan for Implementing Change

1. Establish a sense of urgency by creating a compelling reason for

why change is needed.
2. Form a coalition with enough power to lead the change.
3. Create a new vision to direct the change and strategies for achieving
the vision.
4. Communicate the vision throughout the organization.
5. Empower others to act on the vision by removing barriers to change
and encouraging risk taking and creative problem solving.
6. Plan for, create, and reward short-term “wins” that move the
organization toward the new vision.
7. Consolidate improvements, reassess changes, and make necessary
adjustments in the new programs.
8. Reinforce the changes by demonstrating the relationship between
new behaviors and organizational success.

Source: Based on J. P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996).
Action Research

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.

Process
ProcessSteps:
Steps: Action
Actionresearch
researchbenefits:
benefits:
1.1. Diagnosis Problem-focused
Diagnosis Problem-focusedrather
rather
2.2. Analysis than
Analysis thansolution-centered.
solution-centered.
3.3. Feedback
Feedback Heavy
Heavyemployee
employee
4.4. Action involvement
Action involvementreduces
reduces
5.5. Evaluation resistance
Evaluation resistancetotochange.
change.
Guidelines for change
 Make only necessary and useful changes. avoid
unnecessary changes.
 Change by evolution not revolution
 Recognize the possible effects of the change and
introduce it with adequate attention to human
needs
 Share the benefit f change with employees
 Diagnose the problems remaining after a change
occur and treat them
Mastering Change: It’s Culture-Bound

Questions
Questionsfor
forculture-bound
culture-boundorganizations:
organizations:
1.1. Do
Dopeople
peoplebelieve
believechange
changeisiseven
evenpossible?
possible?
2.2. How
Howlong
longwill
willitittake
taketotobring
bringabout
aboutchange
changeininthe
the
organization?
organization?
3.3. IsIsresistance
resistancetotochange
changegreater
greaterininthis
thisorganization
organizationdue
duetotothe
the
culture
cultureofofthe
thesociety
societyininwhich
whichititoperates?
operates?
4.4. How
Howwill
willthe
thesocietal
societalculture
cultureaffect
affectefforts
effortstotoimplement
implement
change?
change?
5.5. How
Howwill
willidea
ideachampions
championsininthis
thisorganization
organizationgo
goabout
about
gathering
gatheringsupport
supportfor
forinnovation
innovationefforts?
efforts?
Work Stress and Its Management

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.
Work Stress and Its Management

Constraints
Forces that prevent
individuals from doing what
they desire.

Demands
The loss of
something desired.
Potential Sources of Stress
 Environmental Factors
– Economic uncertainties of the business cycle
– Political uncertainties of political systems
– Technological uncertainties of technical
innovations
– Terrorism in threats to physical safety and
security
Potential Sources of Stress
 Organizational Factors
– Task demands related to the job
– Role demands of functioning in an organization
– Interpersonal demands created by other
employees
– Organizational structure (rules and regulations)
– Organizational leadership (managerial style)
– Organization’s life stage (growth, stability, or
decline)
Potential Sources of Stress (cont’d)
 Individual Factors
– Family and personal relationships
– Economic problems from exceeding earning capacity
– Personality problems arising for basic disposition
 Individual Differences
– Perceptual variations of how reality will affect the
individual’s future.
– Greater job experience moderates stress effects.
– Social support buffers job stress.
– Internal locus of control lowers perceived job stress.
– Strong feelings of self-efficacy reduce reactions to job
stress.
Consequences of Stress

High Levels
of Stress

Physiological Psychological Behavioral

Symptoms Symptoms Symptoms
A Model of Stress
Inverted-U Relationship between Stress and
Job Performance
Managing Stress
 Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network
Managing Stress
 Organizational Approaches
– Improved personnel selection and job placement
– Training
– Use of realistic goal setting
– Redesigning of jobs
– Increased employee involvement
– Improved organizational communication
– Offering employee sabbaticals
– Establishment of corporate wellness programs
ANY???????

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