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