CH. 16 - Managing Change & Stress

secondary appraisals

our perceptions of how able we are to cope with a given demand

primary appraisals

our perceptions of whether a stressor is irrelevant, positive or negative

presenteeism

occurs when employees show up but are sick or in no condition to work productively

External forces for change

originate outside the organization

___________, as an external force, have become more involved with pressing for organizational change in response to ethical lapses from senior management

shareholders

change agent

someone who is a catalyst in helping organizations deal with old problems in new ways

eustress

stress that is associated with positive emotions and outcomes

innovative change

introduces a practice that is new to the organization These have MID-LEVEL complexity, cost and uncertainty

cognitive appraisal

the process by which you evaluate the meaning of events and demands in your life

target elements of change

Organizational arrangements Social factors Methods People

Systems Model of Change

Based on the notion that any change, no matter how large or how small, has ripple effects 1. Inputs 2. Strategic Plans 3. Target Elements of Change 4. Outputs

Change Agent Characteristics vs. Recipient Characteristics

CHANGE AGENT Tact Personality Legit Culture RECIPIENT CHARACTERISTICS Surprise Pressure Success Disposition

Lewin's Change Model

Explains how to initiate, manage and stabilize the change process 1. Unfreezing (create motivation to change) 2. Changing (provide employees with new info and models) 3. Refreezing (support and reinforce change)

______________ forces originate outside of the organization

External

The change model based on the idea that any change has a cascading effect throughout a firm is called a _____________ model

systems

job stress

the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker

readiness for change

the strength of our beliefs and attitudes about the extent to which changes are needed, and our capacity to successfully implement them

dispositional resistance to change

a stable personality trait, are less likely to voluntarily initiate changes and more likely to form negative attitudes toward the changes they encounter

Which of the following are needed as inputs to assure that intended change is aligned with the firm's strategic plan?

vision & methods

The process by which people evaluate the meaning of events and demands on their own well-being is called _____________ appraisal

cognitive

internal forces for change

come from inside the organization

control strategy

consists of behaviors and cognition that directly anticipate or solve problem

4 External Forces for Change

1. Demographic characteristics 2. Technological advancements 3. Market changes 4. Social, political and regulatory

Organizational Development Process

1. Diagnosis 2. Intervention 3. Evaluation 4. Feedback

5 Most Significant Digital Enterprise Trends in Business

1. Digital engagement of customers 2. Use of big data and advanced analytics 3. Digital engagement of employees and external partners 4. Automation 5. Digital innovation

recipient characteristics

1. Dispositional resistance to change 2. Surprise and fear of the unknown 3. Fear of failure 4. Loss of status and/or job security 5. Peer pressure 6. Past success

Key Assumptions for Models of Change

1. Learn and unlearn 2. Motivate or fail 3. People make it or break it 4. Even winners resist 5. Reinforce to sustain

Match the step in the org change process in the left to the description on the right 1. Establish a sense of urgency 2. Create a guiding coalition 3. Develop a vision and strategy 4. Empower broad-based action 5. Generate short term wins 6. Anchor new approaches

1. Unfreeze the organization with reasons for change 2. Create a cross-functional, cross-level group with power to lead change 3. Create a vision and strategic plan to guide the process 4. Eliminate barriers and transform the organization 5. Recognize and reward people who create improvements 6. Reinforce the changes by connecting new behaviors to success

What are the key aspects of an effective vision?

1. describes a desirable future 2. outlines how to achieve a desirable future

Match the stressor with the correct level or type (#2) 1. Individual 2. Group 3. Organizational 4. Extra-organizational

1. job loss 2. annoying coworkers 3. high pressure environment 4. work-life balance

Managers can overcome employees' resistance to change through which strategies?

1. participation and involvement 2. education and communication 3. negotiation and agreement

Match the stressor with the correct level or type 1. Individual 2. Group 3. Organizational 4. Extra-organizational

1. work overload 2. sexual harassment 3. fear of inadequate performance 4. socioeconomic status

Kotter's Eight-Stage Organizational Change Process

Guides managers through the implementation process rather than the planning process; recommends specific behaviors and activities 1. Establish a sense of urgency 2. Create the guiding coalition 3. Develop a vision and strategy 4. Communicate the change vision 5. Empower broad-based action 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in culture

Decide if the force is internal or external

INTERNAL HR problems/prospects Managerial behavior/decisions EXTERNAL Technological advancements Shareholders, customer and market changes Demographic characteristics

Select the elements in an organization that can be changed

Organizational arrangements Social factors Methods People

_______________ can be a function of the change agent's actions, inactions or perceptions

Resistance

True or false: Resistance is a dynamic of feedback

True

vision

a compelling future state for an organization

Select three types of change

adaptive innovative radically innovative

resistance to change

any thought, emotion or behavior that does not align with actual or potential changes to existing routines

mission statements

express the reason an organization exists

stressors

factors that produce stress 1. Individual level 2. Group level 3. Organizational level 4. Extra-organizational

symptom management strategies

focus on reducing the symptoms of stress

radically innovative change

introduces a practice new to the industry HIGH complexity, cost and uncertainty

adaptive change

reintroduces a familiar practice either in a different unit or in the same unit at a different point in time These are the LEAST complex, costly and uncertain

escape strategies

those in which you avoid or ignore stressors