Organizational Change and Stress Management

1. Organizational Change
and Stress Management

2. Learning Objectives
 Contrast planned and unplanned change.
 Describe the sources of resistance to change.
 Compare the four main approaches to managing
organizational change.
 Demonstrate two ways of creating a culture for
change.
 Identify potential sources of stress.
 Identify the consequences of stress.
 Contrast the individual and organizational
approaches to managing stress.

3. Organizational Change
Forces For Change
Nature Of Work Force
Technology
Economic shocks
Competition
Social trends
World politics

4. Types of Change
 Planned Change
 Un planned Change

5. Resistance to change
Individual Change
 Habit
 Security
 Economics factors
 Fear of unknown
 Selective information processing
Organizational change
 Structural inertia
 Limited focus of change
 Group inertia
 Threat to expertise
 Threat to established power relationships

6. Over coming to resistance to
change
 Education and communication
 Participation
 Building support and commitment
 Develop positive relationships
 Implementing changes fairly
 Manipulation and cooptation
 Selecting people who accept change
 Coercion

7. Compare the Four Main Approaches
to Managing Organizational Change
 Lewin’s Three-Step Model
 Kotter’s Eight-Step Plan for Implementing Change
 Action Research
 Organizational Development

8. the Four Main Approaches
to Organizational Change
Lewin’s Three-Step Model
 Un freezing
 Movement
 Re freezing

9. Un freezing the status quo

10. Kotter’s Eight-Step Plan for
Implementing Change
 Establish a sense of urgency by creating a compelling reason for why
change is needed.
 Form a coalition with enough power to lead the change.
 Create a new vision to direct the change and strategies for achieving
the vision.
 Communicate the vision throughout the organization.
 Empower others to act on the vision by removing barriers to change
and encouraging risk taking and creative problem solving.
 Plan for, create, and reward short-term “wins” that move the
organization toward the new vision.
 Consolidate improvements, reassess changes, and make necessary
adjustments in the new programs.
 Reinforce the changes by demonstrating the relationship between new
behaviors and organizational success.

11. Action Research
 Action Research
 The process consists of five steps:
 Diagnosis
 Analysis
 Feedback
 Action
 Evaluation
 Action research provides at least two specific benefits:
 It is problem focused.
 It reduces resistance to change.

12. Organizational Development
 OD Values:
 Respect for people
 Trust and support
 Power equalization
 Confrontation
 Participation

13. Organizational Development Techniques
Sensitivity Training
Process Consultation (PC)
Team Building
Idea Champions

14. Creating a Culture for Change
Two Ways Of Creating A Culture For Change
 Stimulating a Culture of Innovation
 Creating a Learning Organization

15. Stimulating a Culture of Innovation
 Innovation, a more specialized kind of change, is a new idea applied to
initiating or improving a product, process, or services.
 Innovations can range from small incremental improvements, such as
netbook computers, to radical breakthroughs, such as Nissan’s electric
Leaf car.

16. Creating learning Organization
 Characteristics:
 Holds a shared vision
 Discards old ways of thinking.
 Views organization as system of relationships.
 Communicates openly.
 Works together to achieve shared vision

17. Creating a learning organization
 Loop of learning
 Single loop learning
Most organizations engage in single-loop learning .When they
detect errors, their correction process relies on past routines and
present policies.
 Double loop learning
double-loop learning . They correct errors by modifying
objectives, policies, and standard routines. Double-loop learning
challenges deeply rooted assumptions and norms.

18. A Model Of Stress
 stress An unpleasant psychological process that
occurs in response to environmental pressures.

19. Managing Stress
 Individual Approaches
 Implementing time management
 Increasing physical exercise
 Relaxation training
 Expanding social support network

20. 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

21. Inverted U Relationship Between
Stress And Job Performance

22. Conclusion
 In this presentation we learnt that how we bring change in
the organization what are the factors of change, barriers,
and how to over come that barriers.
 Secondly we discussed that what is stress, factors of stress
and how to manage it.