Chapter 16: Observational Behavior

Tips for Improving Writing Skills

-Respect the reader -Know your point and get to it -Write clearly rather than impressively -Get a second opinion

Methods

-Rich channels -Social media -Upward, downward, and horizontal channels -Personal networks

Case study: NASA's organizational problems (Challenger 1986)

-pressures for production outweighed expertise -normalization of risk -group processes that silenced disaster

organizational approaches to managing stress

-selection and placement -goal-setting -redesigning jobs -employee involvement -organizational communication -employee sabbaticals (extended voluntary leaves) -wellness programs

Paradox Theory

-theory that the key paradox in management is that there is no final optimal status for an organization -this theory must be managed/paid attention to by managers

individual approaches to managing stress

-time-management techniques -physical exercise -relaxation techniques -social support networks

Goals for creating change

Problem solving Growth Improvement

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.

Process Consultation (PC)

key change agent characteristics (5)

(1) decisions that disrupt cultural traditions or group relationships, (2) personality conflicts, (3) lack of tact or poor timing, (4) leader ship style, and (5) failing to legitimize change.

Forces for change

- Nature of work force - Technology - Economic shocks - Competition - Social trends - World politics

Forces for change: Nature of work force

- more cultural diversity - ageing population - increasing immigration and outsourcing

Communicating with Candor

-Use "I statements." -Stick to facts rather than judgments. -Be clear, specific, and direct in your requests.

Intergroup Development - Organizational Development

1. Changing groups' attitudes, stereotypes, and perceptions about each other. 2. Similar to diversity training, but rather focuses on job-related factors such as occupation, department or divisions within an organization.

Lewin's Change Model

1. learn and unlearn 2. motivation 3. people make or break 4. resistance 5. reinforce

Diagnose

1What is the problem and what are the causes?Organizational development Process

Feedback

4What does the evaluation suggest about the diagnosis and the effectiveness of the intervention? organizational development process

Demands shift, resources shift, and systems of addressing imbalances shift. By allostatis, we work to find stability by changing our behaviors and attitudes. It all depends on the allostatic load, or the cumulative effect of stressors on us given the resources we draw upon.

Allostasis

What problems do people key in on? What patterns do these problems seem to take? The change agent synthesizes this information in to primary concerns, problem are-as, and possible actions

Analysis (Action Research)

Anchor the Changes in Corporate Culture... by demonstrating the relationship between new behaviors and organizational success

Anchor the Changes in Corporate Culture...

group level stressors

Bad managers create stress for employees by (1) exhibiting inconsistent behaviors, (2) failing to provide support, (3) showing lack of concern, (4) giving inadequate direction, (5) creating a high-productivity environment, and (6) focusing on negatives while ignoring good performance.

Brandon is Mark's manager. When the leader of Mark's team leaves, Mark is given additional responsibilities as acting team leader. Brandon wants him to take the team in a new direction. However, the company does not give Mark a raise or promise of a bonus. What mistake has Brandon, the change agent, made?

Brandon failed to legitimize change.

Enlist a Volunteer Army - Kotter

Build a larger force to drive change

Build on the Change...through consolidate improvements, reassess changes, and make necessary adjustments in the new programs

Build on the Change...

When managers or employees have low emotional commitment to change, they resist it and favor the status quo. Employees are also more accepting of changes when they are committed to the organization as a whole. When employees' fear and anxiety are high, counselling and therapy, new-skills training, or short paid leave of absence ma facilitate adjustment to change.

Building Support and Commitment

The grapevine "gossip"

Can be a valuable tool for managers; it links people across the organization

Stressors associated with workload, pressure to complete tasks, and time urgency.

Challenge Stressors

Which of the following is a physiological symptom of stress?

Change in metabolism

This is the application of direct threats or force on the resisters. Examples include threatening employees with transfers, blocked promotions, negative performance evaluations, and poor letters of recommendations. The advantages and drawbacks of coercion are approximately the same as for manipulation and co-optation.

Coercion

________ is the application of direct threats or force on dissenters.

Coercion

Communicate the Vision...throughout the organization

Communicate the Vision...

Changes are most effective when a company communicates a rationale that balances the interests of various stakeholders (shareholders, employee, community, customers) rather than those of shareholders only.

Communication

Crisis Communication

Communication is crucial during times of crisis

readiness for change

Defined as the beliefs, attitudes, and intentions of the organization's staff regarding the extent of the changes needed and the capacity available to successfully implement those changes: 1. Necessity for change 2. Top management support for change efforts 3. Personal ability to cope with changes 4. Perceived personal consequences of change

A new idea applied to initiating of improving a product, process or service.

Definition of Innovation

________ are responsibilities, pressures, obligations, and uncertainties individuals face in the workplace.

Demands

External Forces

Demographic Characteristics: *Age *Education *Skill level *Gender *Immigration Technological Advancements: *Manufacturing automation *Information technology Shareholder, Customer, and Market Changes: *Changing customer preferences *Domestic and international competition *Mergers and Acquisitions Social and Political Pressures: *War *Values *Leadership

extra organizational level stressors

Extra-organizational stressors originate outside the organization. For instance, conflicts associated with balancing school with career

Feedback requires sharing with employees what has been found from the first and second steps. The employees, with the help of the change agent, develop action plans for bringing about needed change.

Feedback (Action Research)

Establishing a sense of urgency by creating a compelling reason for why change is needed is the __________ step of Kotter's eight-step plan for implementing change.

First

Form a Powerful Coalition...with enough power to lead the change

Form a Powerful Coalition...

Goals can reduce stress as well as provide motivation. Goal feedback reduces uncertainties about actual job performance. The result is less employee frustration, role ambiguity, and stress.

Goal-Setting Approach to reduce stress

social and political pressures

Governments can and do apply political pressures to force or block changes, regularly created by social and political events

Internal Forces

Human Resource Problems/Prospects *Unmet needs *Job dissatisfaction *Absenteeism and turnover *Productivity *Participation/suggestions Managerial Behavior/Decisions *Conflict *Leadership *Reward system *Structural reorganization

Decentralized network

Individuals can communicate freely with other team members

A(n)________ is a new idea applied to initiating or improving a product, process, or service.

Innovation

Organizational development (OD) efforts to change the attitudes, stereotypes, and perceptions that groups have of each other. Each group meets independently to list its perceptions of itself and another group and how it believes the other group perceives it. The groups the share their lists, discuss similarities and differences, and look for causes of disparities. Once the have identified the causes of discrepancies, the groups move to the integration phase - developing solutions to improve relations between them.

Intergroup Development

Case study: Yahoo's problem

New start-ups (i.e. Google) perfecting single products, as opposed to Yahoo's "ecosystem" of products which were just mediocre

A collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being.

Organizational Development (OD)

Selection, Placement, and Training: Individuals tend to be more prone to stress. Selection and placement decisions should take these facts into consideration. Training can increase an individual's self-efficacy and thus lessen job strain.

Organizational approaches to manage stress

1. Communication 2. Participation 3. Building Support and Commitment 4. Develop Positive Relationships 5. Implementing Changes Fairly 6. Manipulation and Co-optation 7. Selecting People who accept change 8. Coercion

Overcoming Resistance to Change

Assuming participants have the expertise to make a meaningful contribution, their involvement can reduce resistance, obtain commitment, and increase the quality of the change decision. However, against these advantages are the negatives: the potential for a poor solution and a great consumption of time.

Participation

Remove Obstacles...to empower other to act in order of the vision and encouraging risk taking and creative problem solving

Remove Obstacles...

Enable Action - Kotter

Remove obstacles, change processes and structures to promote change.

Outputs

Represent the desired end results or goals of a change. The end results should be consistent with an organization's strategic plan.

___ can be a function of the change agent's actions, incactionns, or perceptions.

Resistance

Change Agents

Resistance to change is reduced when ___ ___ and recipients have a positive, trusting relationship.

What are demands?

Responsibilities, pressures, obligations, and uncertainties individuals face in the workplace

Forces that hinder movement from the existing equilibrium

Restraining forces

As part of developing its next strategic plan, Mortimer, Inc., assesses what it does well and what it does poorly, as well as reviews the environmental threats and opportunities. It is conducting a(n)

SWOT Analysis

Perceptions of how able you are to deal or cope with a given demand are called:

Secondary appraisals

1. Organic structures positively influence innovation. 2. Long tenure in management is associated with innovation (legitimacy and knowledge) 3. Innovation is nurtured when there are slack resources (purchase or develop innovations, bear the cost of instituting them, and absorb failure) 4. Interunit communication is high in innovative organizations (committees, task forces, cross-functional teams)

Sources of Innovation

________ is 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.

Stress

Early evidence suggests challenge stressors produce less strain than hindrance stressors.

Stressors

Which of the following is an organizational source of resistance to change?

Structural inertia

Which of the following is a tool for assessing attitudes held by organizational members, identifying discrepancies among member perceptions, and solving these differences?

Survey feedback

The following are needed as inputs to assure that intended chance is aligned with firms strategic plan?

The starting point for organizational change should be asking and answering the question: "Why change?" The inputs needed: Mission Vision Resulting strategic plan

Survey Feedback - Organizational Development

The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested.

________ is an individual approach to managing stress.

Time management

_________ is the last step of the ABCDE method of cognitive restructuring.

To describe how energized and empowered you feel at the moment

Which of the following is an organizational approach to managing stress?

Training

Sensitivity Training - Organizational Development

Training that seeks to change behavior through unstructured group interaction.

- Loss of Loyalty - Loss of Motivation - Increased Errors - Increased Absenteeism

Type of resistance as response

Mr. Henshaw, CEO of MBA Bank, decides that the organization needs to provide more convenient service to customers. He decides to increase the bank's service hours from 8 hours a day, Monday through Friday, to 12 hours a day, plus 8 hours a day each weekend day. He has his assistant compile a report that gives data on how the number of open hours of many banks is correlated with their customers' satisfaction, and presents the data to his executive committee. What stage of Lewin's change process is Mr. Henshaw operating in?

Unfreezing

Create a Sense of Urgency - Kotter

Use a significant opportunity to excite people to sign up to change

Team Building - Organizational Development

Use of high-interaction group activities to increase trust, openness, coordinative efforts and team performance.

Process Consultation - Organizational Development

Using a third party consultant to observe and advise upon a process or system in order to improve it.

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

What are Change Agents?

First, it seeks to improve the ability of the organization to adapt to changes in its environment. Second, it seeks to change employee behavior.

What are the goals of planned change?

Intervention

What can be done to solve the problem? Organization development process

An unpleasant psychological process that occurs in response to environmental pressures.

What is stress?

________ acts as a catalyst and assumes the responsibility for managing change activities.

a change agent

________ is a physiological symptom of stress.

a headache

The change model based on the idea that any change, no matter how large or small, has a cascading effect throughout a firm is called:

a systems approach

customers

as an external force, are very sophisticated and demand higher value products and services.

job Stress

as 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.

challenge stressors

associated with workload, pressure to complete tasks, and time urgency (ex. deadlines)

The change stage entails providing employees with new:

behavioral models information process/procedures technology

A(n) ______ is someone who is a catalyst in helping organizations to deal with old problems in new ways.

change agent

Organizational Development and techniques (6)

collection of planned change interventions, built on humanistic-democratic values, that seeks to improve org. effectiveness and employee well-being techniques... -sensitivity training -survey feedback -process consultation -team building -intergroup development -appreciative inquiry

Internal forces of change

come from inside the organization; both human resource problems and managerial behavior and decisions. *low job satisfaction *low productivity *conflict *strikes *subtle

technological advancement

common and often cost-effective tool for improving productivity, competitiveness, and customer service. The effect of social media, for instance, cannot be overstated. It has changed every dimension of our Page 637lives, including the way we look for and find jobs, recruit talent, and make money facilitating these relationships.

Lewin's model of managing organizational change __________.

consists of unfreezing the status quo, moving to a desired state, and refreezing the new change to make it permanent

To encourage innovation, managers should _________.

create cross-functional teams

The three general types of change differ in their ___ of change.

degree

The stages of OD are, in order,

diagnosis, intervention, evaluation, and feedback.

Coercion is _________.

directly applying threats or force on resisters

The greatest source of stress affecting organizational change is _________.

economic uncertainty

Movement stage

implement change, employees adapt, communication and time

changing

introduce new models, ideas, procedures

Resistance to change

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

hindrance stressors

keep you from reaching your goals (ex. red tape, office politics)

An example of using _________ to overcome resistance to change is withholding information about change.

manipulation

The first step of the ABCDE method of cognitive restructuring is

name the event or problem

shareholder/customer/market changes

ncreased shareholder activism is one of the most significant forces for change public companies have faced in the past several years. Shareholders have pressed organizations to be more efficient, respond to legal lapses, and justify executive compensation packages.

___ to ___ includes the notion that people resist both actual and imagined events.

resistance change

Able, Baker, and Charlie, Ltd., is an accounting partnership. The Internal Revenue Service has implemented new procedures for filing taxes beginning next year. What kind of change does this represent?

social and political pressures

eustress

stress that is associated with positive emotions and outcomes

OD takes ___ and results and applies them to real life work settings.

theories.

resources

things within an individual's control that can be used to resolve demands

External changes either can present new opportunities for an organization or can cause its ultimate failure.

true

Evaluation

is the intervention working? organizational development process

Action Research

* A change process based on systematic collection of data and selecting change action based upon the analyzed data. * Steps -- diagnosis, analysis, feedback, action, evaluation.

Planned Change

* Changes in activities that are purposeful and goal-oriented. Goals of Planned Change: 1. Improve the ability to adapt. 2. Change employee behavior.

Change

*Making things different. * Is a political activity.

Advice from CFO's who have survived internal leadership changes

*compensate for CEO weakness *Identify CEO strengths *Don't be an obstacle *Communicate

Forces for change: Technology

- faster, cheaper, and more mobile computers and handheld devices - emergence and growth of social media - deciphering of the human genetic code

Forces for change: Competition

- global competitors - mergers and consolidations - increased government regulations of commerce

Forces for change: Social trends

- increased environmental awareness - liberalization of attitudes towards LGBTQ community - more multitasking and connectivity

Forces for change: Economic shocks

- rise and fall of the global housing market - financial sector collapse - global recession

Forces for change: World politics

- rising health care costs - negative social attitudes towards business and executives - opening of markets in China

Establish a sense of urgency...by creating a compelling reason for why change is needed

Create a sense of urgency...

Managers spend 48 minutes of every hour

-On the telephone -Communicating online -Talking informally

Which is an example of the changing nature of the workforce?

Cultural diversity

Strategic conversations

-Open communication climate -Asking questions -Listening -Feedback

Personal Communication Channels

-Personal communication may exist with formal channels -Personal communication network -The grapevine "gossip" -Written communication

What is an innovation?

A new idea applied to initiating or improving a product, process, or service

Upward communication

-Problems and exceptions -Suggestions for improvement -Performance reports -Grievances and disputes -Financial and accounting information

Networking Tips

-Build it before you need it -Never eat lunch alone -Make it win-win -Focus on diversity

Asking Questions

-Can benefit managers and employees in numerous ways. -Builds trust and openness between managers and employees -Builds critical thinking skills -Stimulate the mind and give people a chance to make a difference

Communicating among People

-Communication can break down if the sender and receiver do not encode or decode in the same way -Cultural differences can add to the communication challenge -Some cultures are high-context while others are low-context

Purpose-directed

-Directs everyone's attention toward the goals, visions, values, and desired outcomes -Influence employee behavior

Downward communication

-Implementation of goals, strategies -Job instructions and rationale -Procedures and practices -Performance feedback -Indoctrination

Social Media

-Increased desire for instant access and information sharing -Companies are using new technology to connect with employees and customers -Podcasts, blogs, and wikis are other effective collaboration tools

Horizontal communication

-Intradepartmental problem solving -Interdepartmental coordination -Change initiatives and improvements

Gender Differences in Communication

-Managers must be aware of factors that influence -communication -For most women, talking means conversation -Women connect, involve, and participate through communication -Men use verbal language to exhibit knowledge and skill -Women's style may be more appropriate for leading and inspiring

Communication Channels

-Managers must choose appropriate channels to convey messages -Routine versus nonroutine messages -Each communication channel has advantages and disadvantages -Channel richness

Open Communication Climate

-Means sharing all types of information throughout the organization -Centralized network -Decentralized network

Nonverbal Communication

-Message sent through human actions and behavior -Body language -Facial expressions -Gestures -Touch -Use of space -Can express enthusiasm, warmth, confidence, arrogance, indifference, and displeasure

Managers as communication champion

-Purpose-directed -Strategic conversations -Methods

Management skills for dealing with crisis:

-Stay calm, listen hard -Be visible -Get the awful truth out -Communicate a vision for the future

Communicating to Persuade and Influence Others

-The ability to persuade and influence is critical -Issuing directives is no longer an effective way to get things done -To persuade and influence, managers must communicate frequently and easily -Communication apprehension -Communicating with candor means being direct, honest, and clear about what employees need to do

Listening

-The skill of grasping both facts and feelings to interpret a message's meaning -Listening to employees and customers is important -Information in organizations flows from the bottom up -Managers today know the importance of feedback -Blogs are being used to stay in touch with employees and customers

Communication Is the Manager's Job

-Today's complex business environment depends on effective communication -Managers spend 80% of their day communicating -Communication permeates every management function Manager's communication is purpose-directed

Managers must master

-Using social media -Using informal, personal communication channels -Establishing formal communication channels -Developing strategies for crisis communication

Forces for Change (6)

-changing nature of workforce -technology -economic shocks -competition -social trends -globalization

overcoming resistance to change (8)

-communication -participation -building support and commitment -selecting people who accept change -developing positive relationships -implementing changes fairly -manipulation and cooptation -coercion

Why does organizational change fail 60-70% of the time?

-coordination challenges (complacency, limited vision/buy-in, insufficient communication) -obstacles aren't addressed or overcome -change efforts are incomplete or slowly reverse themselves (you have to constantly push people towards change)

Case study: Yahoo's desired state vs. status quo

-desired state: innovative product company with focus on mobile apps -status quo: "media company," too corporate

sources of stress at work

-environmental factors -organizational factors -personal factors

Case study: Yahoo's driving forces

-external: change in social trends, technology, competition from product-based companies -internal: new CEO

Case study: changes made by NASA in response to Challenger

-fired people -changed processes for discussion

Case study: Yahoo's changes

-hires Marissa Mayer (former Google executive) as CEO to redirect company -turnaround plan: "build irresistible products to sell ads against" with special focus on mobile apps and acquisitions; "bring Yahoo back to greatness" >amplify expression of driving forces and get rid of restraining forces

Case study: Yahoo's restraining forces

-individual: demoralized employees, work schedules/work life balance -organizational: corporate culture, size of media compared to mobile team, media vs. programming expertise/talent, shareholder priorities

Sources of innovation in a culture (4)

-organic structures -long tenure in management -slack resources -high inter-unit communication

Learning Organization

-organization that has developed continuous capacity to adapt and change -manage learning by... >est. a strategy >redesign organizational structure >reshape organizational culture

consequences of stress at work

-physiological symptoms -psychological symptoms -behavioral symptoms

Allostasis

1. A new state of stability caused by changing behaviors and attitudes in response to stress. 2. Can result in physiological stress if remaining in too high of an allostatic state for too long.

Institute Change - Kotter

1. Announce the connections between the change and new success. 2. Develop others to continue the change.

Three fundamental aspects of organization development are:

1. Applying results from research to the real world. 2. Planned change 3. A democratic and participative approach

Types of Stressors

1. Challenge Stressors -- task, workload, urgency 2. Hindrance Stressors -- things that prevent you from reaching your goal; red tape, politics, confusion.

Tactics to overcome Change Resistance

1. Communication 2. Participation 3. Build support and commitment 4. Develop positive relationships 5. Implementing changes fairly 6. Manipulation and cooptation - buy in 7. Select people who accept change 8. Coercion

John Kotter's Eight-step Process for Change

1. Create a sense of urgency 2. Build a guiding coalition 3. Form a vision 4. Enlist a "volunteer army" 5. Enable action 6. Generate wins 7. Sustain acceleration 8. Institute change

Kotters 8 Step change model

1. Create a sense of urgency 2. Create a guiding coalition 3. Create a vision for change 4. Communicate the vision 5. Remove obstacles 6. Create short-term wins 7. Consolidate improvements 8. Anchor the changes

Sources of Stress

1. Environmental factors -- economic, political, technological. 2. Organizational factors -- task, role and interpersonal demands. 3. Personal factors -- family, financial

Kotters eight steps for leading organizational change

1. Establish a sense of urgency: Unfreeze the organization by creating a compelling reason for why change is needed. 2. Create the guiding coalition: Create a cross-functional, cross-level group of people with enough power to lead change. 3. Develop a vision and strategy: Create a vision and strategic plan to guide the change process. 4. Communicate the change vision: Create and implement a communication strategy that consistently communicates the new vision and strategic plan. 5. Empower the broad-based action: Eliminate barriers to change and use target elements of change to transform the organization. Encourage risk and creative problem solving. 6. Generate short-term wins: Plan for and create short-term "wins" or improvements. Recognize and reward people who contribute to the wins. 7. Consolidate gains and produce more change: The guiding coalition uses credibility from short-term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process. 8. Anchor new approaches in the culture: Reinforce the changes by highlighting connections between new behaviors and processes and organizational success. Develop methods to ensure leadership development and succession.

Individual Sources of Resistance to Change

1. Habits 2. Security 3. Economic factors 4. Fear of the unknown 5. Selective information processing

Managing Stress

1. Individual approaches -- exercise, meditation, social support. 2. Selection, placement and training. 3. Goal-setting 4. Redesigning jobs -- provide employees with more responsibility, more autonomy and increased feedback. 5. Employee involvement -- increase employee involvement in decision making to empower and reduce psychological strain. 6. Organizational communication 7. Sabbaticals 8. Employee Wellness Programs

Ten Keys to Effective Listening

1. Listen actively 2. Keep an open mind 3. Resist distractions 4. Capitalize on the fact that thought is faster than speech 5. Seek understanding 6. Judge content, not delivery 7. Hold one's fire 8. Listen for ideas 9. Work at listening 10. Show respect

Approaches to Creating a Culture of Change

1. Managing Paradox 2. Stimulating Innovation 3. Creating a Learning Organization

A Model of Communication

1. Message - verbal and nonverbal symbols 2. Receiver - interpret message and formulate message 3. Message - verbal and nonverbal symbols 4. Sender - formulate message and interpret message

Forces for Change

1. Nature of workforce 2. Technology 3. Economic shock 4. Social trends 5. World politics

Unfreezing

1. Necessary to overcome the pressures of individual resistance and group conformity. 2. Driving forces -- direct behaviors AWAY from status quo. 3. Restraining forces -- HINDER movement away from equilibrium; can be decreased.

Targeted elements of change

1. Organizational arrangements 2. Social factors 3. Methods 4. People

Individual Differences Influencing Stress

1. Perception 2. Job experience 3. Social support 4. Personality traits

Consequences of Stress

1. Physiological symptoms -- immediate; illness; chronic health conditions. 2. Psychological symptoms -- anxiety, lower emotional well-being; lower job satisfaction. 3. Behavioral symptoms -- lower job performance, higher absenteeism, higher turnover.

Generate Wins - Kotter

1. Produce, track, evaluate and celebrate volumes of small and large accomplishments. 2. Highlight your results.

Ways to overcome change resistance in employees:

1. Provide as much information as possible to employees about the change. 2. Inform employees about the reasons/rationale for the change. 3. Conduct meetings to address employees' questions regarding the change. 4. Provide employees the opportunity to discuss how the proposed change might affect them.

Characteristics of Learning Organization

1. Shared vision 2. Willingness to discard old ways of doing things and adopting new ones. 3. Members think of organizational activities as interrelated parts to a larger system. 4. Open communication 5. People give up their self-interests to achieve organization's shared vision.

Organizational Sources of Resistance to Change

1. Structural inertia 2. Limited focus of change 3. Group inertia 4. Threat to experience 5. Threat to established power relationships

Lewin's Three-step Model

1. Unfreezing 2. Movement 3. Refreezing

Sustain Acceleration - Kotter

1. Use increasing credibility to change systems, structures, policies. 2. Hire, promote and develop employees who can implement your vision of change. 3. Reinvigorate the process with new projects, themes and partners

________ acts as a catalyst and assumes the responsibility for managing change activities.

A change agent

Which of the following describes the organizational development approach to managing organizational change?

A collection of change methods that try to improve organizational effectiveness and employee well-being

Organizational Development

A collection of planned change interventions, built on humanistic-democratic values that seeks to improve organizational effectiveness and employee well-being. a. Sensitivity Training b. Survey Feedback c. Process Consultation d. Team Building e. Intergroup Development f. Appreciative Inquiry

What is stress?

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

________ is a physiological symptom of stress.

A headache

Which of the following describes survey feedback?

A tool for assessing attitudes held by organizational members, identifying discrepancies among member perceptions, and solving these differences

The ABCDEs of Cognitive Restructuring

A- Name the event or problem B- List your beliefs about the event or problem C- Identify the consequences of your beliefs D- Formulate a counterargument to your initial thoughts and beliefs E- Describe how energized and empowered you feel at the moment

The employees and the change agent carry out the specific actions the have identified to correct the problem.

Action (Action Research)

A change process based on systematic collection of data and then selection of a change action based on what the analysed data indicate. Action research's value is in providing a scientific methodology for managing planned change. Action research consists of five steps: 1. Diagnosis 2. Analysis 3. Feedback 4. Action 5. Evaluation

Action Research

The implementation of a change in the same organizational unit at a later time or imitation of a similar change by a different unit is referred to as:

Adaptive Change (Reintroducing a familiar practice) *Least complex, costly, and uncertain.

An approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance. The AI process consists of four steps: 1. Discovery 2. Dreaming 3. Design 4. Destiny

Appreciative inquiry (AI)

________ is seeking to identify the unique qualities and special strengths of an organization on which members can build to improve performance.

Appreciative inquiry (AI)

Build a guiding coalition - Kotter

Assemble a team of powerful, energetic and influential people to support change.

- Physiological Symptoms - Psychological Symptoms - Behavioral Symptoms

Consequences of stress

Create Short-Term Wins...that move the organization toward the new vision

Create Short-Term Wins...

Create a Vision...to direct the change and strategies for archiving the vision

Create a Vision...

Forces that direct behavior away from the status quo

Driving forces

Stress

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 both uncertain and important.

In design, participants find a common vision of how the organization will look in the future and agree on its unique qualities.

Design [Appreciative inquiry (AI)]

For the fourth step, participant seek to define the organization's destiny or how to fulfill their dream, and the typically write action plans and develop implementation strategies.

Destiny [Appreciative inquiry (AI)]

People are more willing to accept changes if they trust the managers implementing them.

Develop Positive Relationships

In action research, the change agents asks questions, reviews records, and interviews employees, actively listening to their concerns.

Diagnosis (Action Research)

Discovery sets out to identify what people thing are the organization's strengths.

Discovery [Appreciative inquiry (AI)]

In dreaming, employees use information from the discovery phase to speculate on possible futures, such as what the organization will be like in 5 years.

Dreaming [Appreciative inquiry (AI)]

Which of the following is a step in Kotter's plan for implementing change?

Empowering others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving

_________ are the greatest source of stress affecting organizational change.

Environmental uncertainties

What is the first step in Kotter's eight-step plan for implementing change?

Establish a sense of urgency by creating a compelling reason for why change is needed.

Evaluation of the action plan's effectiveness, using the initial data gathered as a benchmark.

Evaluation (Action Research)

internal managerial problems

Excessive interpersonal conflict between managers and their subordinates or the board of directors is a sign that change is needed.

Which of the following is an individual approach to managing stress?

Expanding a social support network

Driving forces of change (external and internal)

External: -technological competition -social trends -economic shocks Internal: -pressure from superiors -incentives

Appreciative Inquiry - Organizational Development

Identifying uniquely positive aspects of an organization, and deciding how to build upon them. a. Discovery b. Dreaming c. Design d. Destiny

_________ is(are) an example of social and political pressures for change.

Impact of climate change

It is crucial that employees see the reason for the change and perceive its implementation as consistent and fair (procedural fairness).

Implementing Changes Fairly

Which of the following is an example of the changing nature of the workforce?

Increased cultural diversity

________ is/are an organizational approach to managing stress.

Increased employee involvement

Which of the following is an example of changing social trends?

Increased multitasking and connectivity

Restraining forces of change (individual and organizational)

Individual Sources: -habit -security -economic factors -fear of unknown -selective info processing Organizational Sources: -structural inertia -limited focus of change -threat to established power relationships -group inertia -threat to expertise

Time-Management Techniques: 1. Maintaining to-do list 2. Scheduling activities based on priorities, not what you can accomplish 3. Doming the hard tasks first 4. Blocking out distraction-free time to accomplish tasks

Individual approaches to manage stress

Stressors (Can occur at any level)

Individual level: Job demands are the most common, but work overload, unclear, or conflicting expectations, everyday hassles, perceived control over events occurring in the work environment, and job characteristics can also be problematic. Group level: Bad managers create stress for employees by (1) exhibiting inconsistent behaviors, (2) failing to provide support, (3) showing lack of concern, (4) giving inadequate direction, (5) creating a high-productivity environment, and (6) focusing on negatives while ignoring good performance. Sexual harassment experiences and bullying. Annoying coworkers. Organizational Level: Organizational culture also can be a stressor. For instance, a high-pressure environment that fuels employee fear about performing up to standard can increase the stress response. Increased use of information technology, as continual connectivity causes employees to be "on call" anytime. Extra-organizational Level: Caused by factors outside the organization. Stress associated with balancing school with one's career or family life. Socioeconomic status (low)

Written communication

Is a key skill with the growth of e-mail and collaboration

Personal communication network

Is personal networking across organizational boundaries

Communication apprehension

Is the avoidance of communication due to fear/anxiety

Communication

Is the process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior

Message

Is the tangible formulation of an idea to be sent to the employees

individual level stressors

Job demands are the most common individual-level stressors, but work overload, unclear or conflicting expectations, everyday hassles, perceived lack Page 657 of control over events occurring in the work environment, and job characteristics can also be problematic

Which of the following defines a hindrance stressor?

Keeps you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities)

1. Create a sense of urgency 2. Form a Powerful Coalition 3. Create a Vision 4. Communicate the Vision 5. Remove Obstacles 6. Create Short-Term Wins 7. Build on the Change 8. Anchor the Changes in Corporate Culture

Kotter's Eight-Step Plan for Implementing Change

Which of the following approaches to managing organizational change includes the step of empowering others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving?

Kotter's plan for implementing change

stress outcomes; physical and mental health problems:

Lessened ability to ward off illness and infection High blood pressure Coronary artery disease Tension headaches Back pain Gastrointestinal problems Psychological well-being

Which of the following is an organizational source of resistance to change?

Limited focus of change

________ is NOT a way to overcome resistance to change.

Limiting cooptation

Which of the following is NOT a way to overcome resistance to change?

Limiting participation

Twisting facts to make them more attractive, withholding information, and creating false rumors to get employees to accept change are all examples of manipulation. Co-optation combines manipulation and participation.

Manipulation and Co-optation

organizational level stressors

Organizational culture also can be a stressor. For instance, a high-pressure environment that fuels employee fear about performing up to standard can increase the stress response.

Which of the following approaches to managing change is a collection of change methods that try to improve organizational effectiveness and employee well-being?

Organizational development

- Environmental Factors - Organizational Factors - Personal Factors - Individual Differences - Cultural Differences

Potential sources to stress

Which of the following describes appreciative inquiry (AI)?

Seeking to identify the unique qualities and special strengths of an organization on which members can build to improve performance

Which of the following is an individual source of resistance to change?

Selective information processing

Form a Vision - Kotter

Shape a vision to steer the change and develop strategic initiatives to achieve the vision.

The use of questionnaires to identify discrepancies among member perceptions; discussion follows, and remedies are suggested. Particular attention is given to encouraging discussion and ensuring it focuses on issues and ideas, not on attacking individuals. Managers who use the survey feedback approach should monitor their organization's current events and employee response rates.

Survey Feedback

Lewin's Three-Step Model of change

unfreezing --> movement --> refreezing

High interaction among team members to increase trust an openness.

Team Building

Centralized network

Team members communicate through one individual

Channel richness

The amount of information that can be communicated in an episode

What is coercion?

The application of direct threats or force on dissenters

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.

internal human resource problems or internal HR problems

challenges stem from employee perceptions about the way they are treated at work and the match between individual and organization needs and desires. Dissatisfaction is a symptom of unmet needs or mistreatment and most often requires attention from company leadership

By doing attitude surveys of all staff, Cue Manufacturing shows management that moral is quite low and, as a result, the risk to safety is quite high. Management knows they have to take action. They decide to modify employee shift hours and breaks. Once employees and managers begin to see how these actions are benefiting them, the company and those around them, they will begin to participate more fully in the transition. This occurs during the ________ stage of the Lewin model.

change

Refreezing stage

change becomes permanent, change reflected in functioning

Action Research

change process based on systematic collection of data and selection of change action based on what analyzed data indicate

Action research is the change process that focuses on _________.

collecting data systematically and analyzing it

unfreezing

create motivation to change. Individuals are encouraged to replace old behaviors and attitudes with new ones. The initial challenge in unfreezing process is creating and communicating a convincing reason to change.

Wellness programs have been shown to significantly _________.

decrease turnover

Harold's boss has just told him that he will be moved to a new office in order to allow space for a new copier for the office. Harold is very unhappy with the prospect of having to pack up all his things and then reorganize them in his new area. He also is having trouble understanding why the new copier has to be in his space, instead of someone else's. How would you describe the most likely cause of Harold's resistance?

dispositional resistance

Actions in which you avoid or ignore stressors are called ___ ____

escape strategies

Which of the following is an approach used because it is speedy and can overcome any kind of resistance?

explicit and implicit coercion

demographics

factors like these are motivating organizations to change benefits and aspects of the work environment in order to attract, motivate, and retain diverse employees.

stressors

factors that produce stress

If people are resisting because of adjustment problems, management should adopt a negotiation and agreement approach to managing resistance to change.

false

One advantage of Kotter's eight-step process of implementing change is that it is relatively easy and simple to implement.

false

Vision statements represent the reason that organizations exist.

false

Cause of restances to change

fear of the unknown, fear of failure, loss of status/job security, peer pressure, past success.

Positive outcomes in the integrative framework when implementing OD

individual change leads to organizational change employee satisfaction increases using more than one OD technique was more effective

Case study: outcome of NASA's changes

ineffective!! --> Columbine Incident (2003) was caused by the same org. issues as Challenger

Change falling midway on the continuum of complexity, cost and uncertainty is:

innovative

Innovative change

introducing a practice new to an organization, three types of change, medium end of the continuum of complexity, cost and uncertainty

radically innovative change

introducing a practice new to the entire industry, three types of change, on the high end of the continuum of complexity, cost and uncertainty

Nola graduated from her MBA program last year and took on a high-paying position as a consultant-in-training at McCrabree Consulting. She often works 60-80 hours per week, and mostly her assignments are in cities across the country; she rarely stays home for more than two days at a time. This is all part of the way consulting operates, as she was told by the people who ran the firm's orientation session. In fact, at that session, the facilitator brought in consultants who had worked at the firm for several years who stressed that the firm believes in pushing employees to the limit. Nola is definitely feeling the stress! What would you characterize as the level of her stressors?

organizational

External forces of change

originate outside the organization.

Which of the following is not an underlying assumption of many models of change?

people never change

change agents

people who act as catalysts and assume responsibility for managing change activities

Change agents are ________.

persons who act as catalysts and assume the responsibility for managing change activities

Unfreezing stage

prepare and motivate, communicate why status quo isn't working, garner participation, address doubts and concerns

Hindrance stressors, like office politics, are stressors that _________.

prevent goal attainment

__________ are perceptions of whether a stressor is irrelevant, positive, or negative.

primary appraisals

The recommended way to look at resistance to change is to view it as caused by

recipient characteristics, change agent characteristics, and the relationship between the change agent and the recipient.

In Lewin's model, _________ is necessary to sustain change.

refreezing

Adaptive change

reintroducing a familiar practice, three types of change, low end of the continuum of complexity, cost and uncertainty

demands

responsibilities, pressures, obligations, uncertainties in the workplace

Employees experience _________ when their supervisor expects them to do too much.

role overload

Case study: results of Yahoo's change

some things went right, some things went wrong right: -more innovative culture -product improvements -increased sales of targeted approach ads -return as top trafficked site wrong: -no increase in revenue -many employees leave -Verizon acquires Yahoo

refreezing

support and reinforce the change

Which tool is used to assess employees' attitudes, identify discrepancies in perceptions, and solve differences?

survey feedback

If you focus on reducing the symptoms of stress, you are using:

symptom management strategies

Kotter's Eight-Step Plan of change (connect to Lewin's stages)

unfreezing 1)establish sense of urgency 2)form strong coalition 3)create new vision and strategies movement 5) empower others to act on vision, remove barriers to change 6)plan for, create, and reward short-term "wins" 7)consolidate improvements, reassess changes, make adjustments refreezing 8)reinforce changes

allostasis

working to change behavior and attitudes to find stability