IOB Chapter 18
Challenge Stressors
Stressors associated with workload, pressure to complete tasks, and time urgency
Hindrance stressors
Stressors that keep you from reaching your goals (ex. red tape, office politics, confusion over job responsibilities)
Sources of Innovation
Structural Variables: (1) organic structures positively influences innovation. (2) long tenure in management is associated with innovation. (3) innovation is nurtured when there are slack resources. (4) inter-unit communication is high in innovative organizations; culture: tend to have similar cultures that encourages experimentation and rewards risk taking even if there is a failure; human resources: actively promote training and development of members, encourages idea champions
Survey Feedback (OD techniques/interventions for change)
The use of questionnaires to identify discrepancies among member perceptions; discussion follows, and remedies are suggested
Resources
Things within an individual's control that can be used to resolve demands
Action (Action Research Step)
This change agent and employees carry out specific actions that they have identified to correct the problem
Feedback (Action Research Step)
This change agent requires sharing with employees what has been found from the first and second steps and develop action plans for bringing about any needed change
Analysis (Action Research Step)
This change agent synthesizes the information into primary concerns, problem areas, and possible actions
Diagnosis (Action Research Step)
This change agents asks questions, reviews records, interviews employees and listens to their concerns
Sensitivity Training (OD techniques/interventions for change)
Training groups that seek to change behaviors through unstructured group interaction
Organizational Development (OD)
a collection of planned change interventions, build on humanistic-democratic values, that sleeks to improve organizational effectiveness and employee well-being; a collection of change methods that try to improve organizational effectiveness and employee well-being
Driving forces
Forces that direct behavior away from the status quo
Double-loop learning
Used in learning organizations; A process of correcting errors by modifying the organization's objectives, policies, and standard routines; challenges deeply rooted assumptions and norms, provides opportunities for radically different solutions to problems and dramatic jumps in improvement
Dreaming (AI step)
(2) Employees use information from discovery phase to speculate on possible futures
Design (AI Step)
(3) Participants find a common vision of how the organization will look on the future and agree on its unique qualities
Destiny (AI Step)
(4) How to fulfill their team and write action plans and develop implementation strategies
8 tactics for Overcoming Resistance to Change
(1) Education and communication, (2) Participation, (3) Building support and commitment, (4) developing positive relationships, (5) implementing changes fairly, (6) manipulation: covert influence attempts and cooptation: combines manipulation and participation, (7) selecting people who accept change, (8) Coercion: the application of direct threats or force on the resisters
Potential Sources of Stress
(1) Environmental Factors: economic uncertainty, political uncertainty, technological change. (2) Organizational factors: task demands, role demands, interpersonal demands. (3) Personal factors: family problems, economic problems, personality. (4) Individual Differences: perception, job experience, social support, belief in locus of control, self-efficacy, hostility
Kotter's Eight-Step Plan for Implementing Change: (1-4: "unfreezing" stage, 5-7: "movement" stage, 8: "refreezing" stage.)
(1) Establish a sense of urgency by creating a compelling reason for why change is needed. (2) form a coalition with enough power to lead the change. (3) create a new vision to direct the change and strategies for achieving the vision. (4) communicate the vision throughout the organization. (5) empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. (6) plan for, create, and reward short-term "wins" that move the organization toward the new vision. (7) consolidate improvements, reassess changes, and make necessary adjustments in the new programs. (8) reinforce the changes by demonstrating the relationship between the new behaviors and organizational success
Managing Learning
(1) Establishing a strategy, (2) Redesign the organization's structure, (4) Reshape the organization's culture
3 Fundamental Problems of Traditional Organizations
(1) Fragmentation: separates different functions into independent fiefdoms. (2) Competition: overemphasis of competition undermines collaboration. (3) Reactiveness: misdirects management's attention to problem solving rather than creation
Managing Stress
(1) Individual Approches: physical exercise, relaxation techniques, social support network. (2) Organizational Approaches: improved employee selection and job placement, training, goal-settingm redesign of jobs, increased employee involvement, improved organizational communication, employee sabbaticals, and corporate wellness programs.
Approaches to Managing Operational Change
(1) Lewin's Three-Step Model, (2) Kotter's eight-step plan, (3) action research, (4) organizational development
Forces for Change
(1) Nature of the workplace, (2) Technology, (3) Economic shocks, (4) competition, (5) social trends, (6) world politics
Consequences of Stress
(1) Physiological symptoms, (2) Psychological symptoms, and (3) Behavioral symptoms
Underlying OD values
(1) Respect for people, (2) trust and support, (3) power equalization, (4) confrontation, (5) participation
OD techniques/interventions for change
(1) Sensitivity Training, (2) Survey Feedback, (3) Process Consultation (PC), (4) Team Building, (5) Intergroup Development, (6) Appreciative Inquiry (AI)
Discovery (AI step)
(1) Sets out to identify what people think are the organization's strengths
2 Wats of creating a culture for change
(1) Stimulating an innovative culture and (2) creating a learning organization
5 Characteristics of a Learning Organization
(1) There is a shared vision that everyone agrees on, (2) people discard their old ways of thinking and the standard routines they use for solving problems or doing their jobs, (3) members think of all organizational processes, activities, functions, and interactions with the environment as past of a system of interrelationships, (4) people openly communicate with each other (across vertical and horizontal boundaries) without fear of criticism or punishment, (5) people sublimate their personal self-interest and fragmented departmental interests to work together to achieve the organization's shared vision (1) people put aside their old ways of thinking, (2) learn to be open with each other, (3) understand how their organization really works, (4) form a plan or vision everyone can agree on, (5) work together to achieve that vision
Lewin's Three-Step Model (Approach to Managing Operational Change)
(1) unfreezing the status quo, (2) movement to a desired end state, and (3) refreezing the new change to make it permanent
Action Research
A change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicates; value in providing scientific methodology for managing planned change; five steps: (1) diagnosis, (2) analysis, (3) feedback, (4) action, and (5) evaluation; problem focused with a fitting solution; engages employees so thoroughly in process that it reduces resistance to change; typically takes on momentum of its own
Movement (Lewin's Three-Step Model)
A change process that transforms the organization from the status quo to a desired end state
Process Consultation (PC) (OD techniques/interventions for change)
A meeting in which a consultant assists a client in understanding process events with which he or she must deal and identifying processes that need improvement
Innovation
A new idea applied to initiating or improving a product, process, or service
Single-loop learning
A process of correcting errors using past routines and present policies
Demands
Responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace
Appreciative Inquiry (AI) (OD techniques/interventions for change)
An approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance; focuses on successes rather than problems Four steps: (1) discovery, (2) dreaming, (3) design, (4) destiny
Learning Organization
An organization that has developed the continuos capacity to adapt and change
Stress
An unpleasant psychological process that occurs in response to environmental pressures; a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important
Planned Change
Change activities that are intentional and goal oriented; seeks to improve the ability of the organization to adapt to changes in its environment and seeks to change employee behavior
Unfreezing (Lewin's Three-Step Model)
Changing to overcome the pressures of both individual resistance and group conformity
Refreezing (Lewin's Three-Step Model)
Stabilizing a change intervention by balancing driving and restraining forces
Evaluation (Action Research Step)
Effectiveness of the action plan, using the initial data gathered as a benchmark
Team building (OD techniques/interventions for change)
High interaction among team members to increase trust and openness
Sources of Resistance to Change
Individual Sources: (1) habit, (2) security, (3) economic factors, (4) fear of the unknown, (5) selective information processing; Organizational Sources: (1) Structural Inertia, (2) limited focus of change, (3) group inertia, (4) threat to expertise, (5) threat to established power relationships
Idea champions
Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented
Change
Making things different
Intergroup Development (OD techniques/interventions for change)
OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other
Wellness programs
Organizationally supported programs that focus on the employee's total physical and mental condition
Restraining forces
forces that hinder movement from the existing equilibrium
Change agents
persons who act as catalysts and assume the responsibility for managing change activites
