Organizational change can be caused by factors like new technology, economic conditions, and increased competition. Planned change involves intentional, goal-oriented activities managed by change agents. Resistance to change stems from employees perceiving threats from changes. Managing resistance involves education, participation, building support, fair implementation, and addressing underlying causes of resistance. Creating a culture of innovation and a learning organization can help an organization embrace necessary changes. Both individual and organizational approaches are needed to effectively manage work stress.

1. Organizational Change And
Stress Management

2.  Shaheen
 Huraima
 Sadia
 Memoona
 Kainat
 Faiza
 Samra
 Humaira
 Sana

3.  The term CHANGE refers to any alteration
which occurs work environment of an
organization.

4.  Technology
Faster, cheaper and more mobile
 Economic Shocks
Global Recession
 Competition
Global Marketplace

5.  Greater Diversity
 Replacement of Managers
 Unmanageable span of Management

6. CHANGE
Making things different.
Planned Change
Activities that are intentional and goal
oriented.
Goals of planned change

7. Persons who act as catalysts and assume the
responsibility for managing change activities.

8. Resistance to change is the action taken by
individuals and groups when they perceive that a
change that is occurring as a threat to them.
Key words here are 'perceive' and 'threat'. The
threat need not be real or large for resistance to
occur.

9. • Overt and Immediate
Voicing complaints, engaging in job actions
• Implicit and Deferred
 Loss of employee loyalty and motivation,
increased errors or mistakes, increased
absenteeism.

13.  Education and communication
- Show those effected the logic behind the
change.
 Participation
- Participation in the decision process lessens
resistance.
 Building Support and commitment
- Counseling, therapy, or new skills training.
 Implementing Change Fairly
- Be consistent and procedurally fair.

14.  Manipulation and Cooptation
- ‘’Spinning’’ the message to gain.
 Selecting people who accept
change
- Hire people who enjoy change in the first place.
 Coercion
- Direct threats and force.

15. The Politics of Change
 Impetus for change is likely to come from outside
change agents, new employees, or managers
outside the main power structure.
 Internal change agents are most threatened
By their loss of status in the organization.

16.  Long-time power holders tend to implement
incremental but not radical change.
 The outcomes of power struggles in the
organization will determine the speed and quality
of change.

17. There are four main approaches to managing
the organizational change….
1. Lewin’s classic three step model
2. Kotter’s eight step plan
3. Action Research
4. Organizational development

18. Unfreezing Movement Refreezing
Kurt Lewin argued that successful
change In organizations should follow
three steps:

20. Forces that hinder
movement from the
existing equilibrium.
Forces that direct
behavior away
from the status
quo.
Restraining
Forces
Driving
Forces

21. 1. Create urgency
2. Form a powerful coalition
3. Create a vision for change
4. Communicate the vision…
5. Remove Obstacles.
6. Create short term Wins.
7. Build on the change.
8. Anchor the changes in corporate culture.

22. A change process based on systematic
collection of data and then selection of a
change action based on what the analyzed
data indicate.

23. i. Diagnosis
ii. Analysis
iii. Feedback
iv. Action
v. Evaluation

25. These are the underlying values in most OD
efforts :-
 Respect for people
 Trust and support
 Power and equalization
 Confrontation
 Participation

26. Six techniques are used in
OD(organizational development)
I. Sensitivity training
II. Survey Feedback
III. Process consultation
IV. Team building
V. Intergroup development
VI. Appreciative inqurey

27. Ability of an organization to embrace change, new
things.
Two ways of creating a culture for change:
1: Stimulating a Culture of Innovation
2: Creating a Learning Organization

28. There are different factors that stimulate a
culture of innovation like:
 Acceptance
 Embrace Change
 Encourage Employees

29. Sources Of Innovation
 Organic Structure
 Long Tenure in Management
 Slack of Resources
 Interunit Communication

30. Individuals who take an innovation and
actively promote the ideas overcome
resistance , and ensure that the idea is
implemented.

32.  A process of correcting errors using past
routines and present policies.

34.  Establishing Strategy
 Redesign the organization’s structure
› Flatten structure and increase cross functional
activities
 Reshaping the org’s culture
› Reward risk-taking and intelligent mistakes

35. Work Stress and Its Management:
 What is Stress?
An unpleasant psychological process that
occurs in response to environmental
pressures

36.  Challenge Stressors:
o Stress associated with workload, pressure to
complete tasks, and time urgency
 Hindrance Stressors:
o stress that keeps you from
reaching your goals such as
red tape

37. Demand-Resources Model of Stress
 Demands:
Responsibilities, pressures, obligations, and
uncertainties in the workplace
 Resources:
Things within an individual’s control that can be
used to resolve demand

39. Potential sources of stress
There are three potential stressors which are
as follows :-
 Environmental factors
 Organizational factors
 Personal factors

40. Differences :
Individual differences
Cultural differences
Consequences of stress
• Physiological symptoms
• Psychological symptoms

43. Two approaches to manage
stress:
 Individual approaches
 Organizational approaches

44. Individual Approaches:
Implementing time management
Increasing physical exercise
Relaxation training
Expanding social support network

45. Organizational Approaches:
 Improved personnel selection and job
placement
 Training
 Redesigning of job
 Increased employee involvement
 Improved organizational communication