Ch16

Organizational
Behavior, 9/E
Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University

John Wiley & Sons, Inc.

Chapter 16 Study Questions
 What is organizational change?
 What change strategies are used in
organizations?
 How is resistance to change best managed?
 How do organizations innovate?
 How does stress affect people in change
environments?
Organizational Behavior: Chapter 16
2

Study Question 1: What is
organizational change?
 Transformational change.
– Results in a major overhaul of the organization
or its component systems.
– Described as radical change or frame-breaking
change.
– Organizations experiencing transformational
change undergo a significant shift in basic
characteristic features.

3

 Incremental change or frame-bending
change.
– Part of the organization’s natural evolution in
building on the existing ways of operating to
enhance or extend them in new directions.
– Introduction of new products, new
technologies, and new systems and processes.
– Continuous improvement through incremental
change is an important asset.

4

 Change agents.
– Individuals and groups who take responsibility
for changing the existing behavior patterns of
another person or social system.
– Success of change efforts depends in part on
change agents.
– Being an effective change agent means being
a great change leader.

5


 Unplanned change.
– Occurs spontaneously and without a change
agent’s direction, and such change may be
disruptive.
– Appropriate goal is to act quickly to minimize
the negative consequences and maximize any
possible benefits.

6

 Planned change.
– The result of specific efforts by a change
agent.
– Direct response to someone’s perception of a
performance gap.
• A performance gap is the discrepancy between the
desired and actual state of affairs.
• Performance gaps represent problems to be
resolved or opportunities to be explored.

7


 Organizational forces for change.

– Organization-environment relationships.

– Organizational life cycle.

– Political nature of organizations.

8

Study Question 1: What is organizational
change?

9

 Reasons for failure of transformational change.
– No sense of urgency.
– No powerful guiding coalition.
– No compelling vision.
– Failure to communicate the vision.
– Failure to empower others to act.
– Failure to celebrate short-term wins.
– Failure to build on accomplishments.
– Failure to institutionalize results.

10

 Phases of planned change.
– Unfreezing.
• Preparing a situation for change by disconfirming
existing attitudes and behaviors.
– Changing.
• Taking action to modify a situation by altering the
targets of change.
– Refreezing.
• Maintaining momentum and eventually
institutionalizing the change.

11

Study Question 2: What change
strategies are used in organizations?

12

Study Question 3: How is resistance
to change best managed?
 Resistance to change.
– Any attitude or behavior that indicates
unwillingness to make or support a desired
change.
– Alternative views of resistance.
• Something that must be overcome for change to be
successful.
• Feedback that can be used to facilitate achieving
change objectives.

13

 Why people resist change.
– Fear of the unknown.
– Lack of good information.
– Fear for loss of security.
– No reasons to change.
– Fear for loss of power.
– Lack of resources.
– Bad timing.
– Habit.

14

 Resistance to the change itself.
– People may reject a change because they believe it is
not worth their time, effort, or attention.
– To deal with resistance to the change itself, all those
affected should know how it satisfies the following
criteria:
• Benefit.
• Compatibility.
• Complexity.
• Triability.

15

 Resistance to the change strategy.
– Force-coercion strategy.
• Likely resistance among individuals who resent management
by “command” or the use of threatened punishment.

– Rational persuasion strategy.
• Likely resistance when the data are suspect or the expertise
of advocates is unclear.

– Shared-power strategy.
• Likely resistance if it appears manipulative and insincere.

16


 Resistance to the change agent.
– Resistance to the change agent is directed at
the person implementing the change and often
involves personality and other differences.

17

 How to deal with resistance.
– Education and communication.
– Participation and support.
– Facilitation and support.
– Negotiation and agreement.
– Manipulation and cooptation.
– Explicit and implicit coercion.

18


19

Study Question 4: How do
organizations innovate?
 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.

20


21

 Features of innovative organizations.
– Strategies and cultures that are built around a
commitment to innovation.
– Structures that support innovation.
– Staffing with a clear commitment to
innovation.
– Top-management support for innovation.

22

Study Question 5: How does stress affect
people in change environments?

 Stress.

– A state of tension experienced by individuals

facing extraordinary demands, constraints, or
opportunities.

23


 Source of stress.
– Stressors.
• The wide variety of things that cause stress for
individuals.
– Types of stressors.
• Work-related stressors.
• Life stressors.

24


 Work-related stressors.
– Task demands.
– Role ambiguities.
– Role conflicts.
– Ethical dilemmas.
– Interpersonal problems.
– Career developments.
– Physical setting.

25


 Life stressors.
– Family events.
– Economic difficulties.
– Personal affairs.
– Individual’s needs.
– Individual’s capabilities.
– Individual’s personality.

26

 Stress and performance.
– Constructive stress (or eustress).
• Moderate levels of stress act in a positive way for
both individuals and organization.
– Destructive stress (or distress).
• Low and especially high levels of stress act in a
negative way for both individuals and
organization.
– Job burnout.
• A loss of interest in and satisfaction with a job due
to stressful working conditions.
27

 Stress and health.
– Stress can harm people’s physical and psychological
health.
– Health problems associated with stress.
• Heart attack.
• Stroke.
• Hypertension.
• Migraine headache.
• Ulcers.
• Substance abuse.
• Overeating.
• Depression.
• Muscle aches.
– Managers and team leaders should be alert to signs of
excessive stress.
28

 Stress management.
– Stress prevention.
• Taking action to keep stress from reaching
destructive levels in the first place.
– Once stress has reached a destructive point,
special techniques of stress management can
be implemented.
– Stress management.
• Begins with the recognition of stress symptoms
and continues with actions to maintain a positive
performance edge.
29


 Stress management (cont.).
– Personal wellness.
• Pursuit of one’s job and career goals with the
support of a personal health promotion program.
– Employee assistance programs.
• Provide help for employees who are experiencing
personal problems and related stress.

30

COPYRIGHT

Copyright 2005 © John Wiley & Sons, Inc. All rights reserved.
Reproduction or translation of this work beyond that permitted in Section
117 of the 1976 United States Copyright Act without the express written
permission of the copyright owner is unlawful. Request for further
information should be addressed to the Permissions Department, John Wiley
& Sons, Inc. The purchaser may make back-up copies for his/her own use
only and not for distribution or resale. The Publisher assumes no
responsibility for errors, omissions, or damages, caused by the use of these
programs or from the use of the information contained herein.

31

Ch16

More Related Content

Viewers also liked

Similar to Ch16

More from WAQAR AHMED

Ch16