This document outlines approaches for managing organizational change and stress. It defines organizational change as changes to workforces, technologies, economics, competition and social/political trends that stimulate the need for companies to adapt. Forces of resistance to change are also discussed. The three-step Lewin model for implementing change involves unfreezing the current state, transitioning to the new state, and refreezing the new state. Stress in organizations can stem from diverse sources and have consequences like decreased motivation and productivity if not managed properly. Approaches include creating a culture supportive of change and using strategies to reduce workplace stressors.

1. ORGANIZATIONAL
CHANGE AND
STRESS
MANAGEMENT
PRESENTED BY:
ANGELICA S.A REYES
MSHRM

2. Define organizational change and identify forces that act as
stimulant to change.
The forces for resistance to change.
Approaches to managing organizational change.
Creating culture for change.
Define stress and identify its potential sources.
Identify the consequences of stress at work.
Approaches to managing stress.

3. WHAT IS
ORGANIZATIONAL
CHANGE?

4. FORCES FOR CHANGE
• Nature of the Workforce - Greater Diversity. Upgrade the other skills of employees.
• Technology - Faster, cheaper, more mobile. Organizations have to become more
adaptable to innovation.
• Economic Shocks - Rise and fall of global market.
• Competition - Global economy means global competitors.
• Social Trends - Expansion of the Internet. Baby boom retirements.
• World Politics – No one could have imagine how it would change in recent years.

6. RESISTANCE
TO CHANGE
RESISTANCETO
CHANGE APPEARSTO BE
A NATURAL AND
POSITIVE STATE.
FORMS OF RESISTANCETO 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.

10. LEWIN’STHREE-STEP MODEL

12. TO
IMPLEMENT
CHANGE

21. MANAGING
STRESS

23. THANKYOU!!!