Ch19

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

O B J E C T I V E S
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Describe forces that act as stimulants to
change.
2. Summarize the sources of individual and
organizational resistance to change.
L E A R N I N G

3. Summarize Lewin’s three-step change model.
4. Explain the values underlying most OD efforts.
5. Identify properties of innovative organizations.
6. List characteristics of a learning organization.

© 2003 Prentice Hall Inc.
All rights reserved. 19–2

O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

7. Define knowledge management and explain its
importance.
8. Describe potential sources of stress.
9. Explain individual difference variables that
moderate the stress–outcome relationship.
L E A R N I N G


Forces for Change
Forces for Change

© 2003 Prentice Hall Inc. EXHIBIT 19-1a


Forces for Change (cont’d)
Forces for Change (cont’d)

© 2003 Prentice Hall Inc. EXHIBIT 19-1b


Managing Planned Change
Managing Planned Change

Goals of Planned
Goals of Planned
Change:
Change:
Improving the ability of
Improving the ability of
the organization to adapt
the organization to adapt
to changes in its
to changes in its
environment.
environment.
Changing the behavior of
Changing the behavior of
individuals and groups in
individuals and groups in
the organization.
the organization.


Resistance to Change
Resistance to Change
 Forms of Resistance to Change
– Overt and immediate
• Voicing complaints, engaging in job actions
– Implicit and deferred
• Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism


Sources of Individual Resistance to Change
Sources of Individual Resistance to Change

© 2003 Prentice Hall Inc. EXHIBIT 19-2


Sources of Organizational Resistance to
Sources of Organizational Resistance to
Change
Change

© 2003 Prentice Hall Inc. EXHIBIT 19-40


Overcoming Resistance to Change
Overcoming Resistance to Change

Tactics for dealing with
Tactics for dealing with
resistance to change:
resistance to change:
•• Education and communication
Education and communication
•• Participation
Participation
•• Facilitation and support
Facilitation and support
•• Negotiation
Negotiation
•• Manipulation and cooptation
Manipulation and cooptation
•• Coercion
Coercion
© 2003 Prentice Hall Inc. 19–
All rights reserved. 10

The Politics of Change
The Politics of Change
 Impetus for change is likely to come from outside
change agents.
 Internal change agents are most threatened by
their loss of status in the organization.
 Long-time power holders tend to implement only
incremental change.
 The outcomes of power struggles in the
organization will determine the speed and quality
of change.


Lewin’s Three-Step Change Model



© 2003 Prentice Hall Inc. EXHIBIT 19–
19-5


Unfreezing the Status Quo
Unfreezing the Status Quo

19-6


Action Research
Action Research

Action research benefits:
Action research benefits:
Problem-focused rather
Problem-focused rather
than solution-centered.
than solution-centered.
Heavy employee
Heavy employee
Process Steps:
Process Steps: involvement reduces
involvement reduces
1. Diagnosis resistance to change.
resistance to change.
1. Diagnosis
2. Analysis
2. Analysis
3. Feedback
3. Feedback
4. Action
4. Action
© 20035. Evaluation
5.
Prentice Hall
Evaluation Inc. 19–

Organizational Development
Organizational Development

OD Values:
OD Values:
1. Respect for people
1. Respect for people
2. Trust and support
2. Trust and support
3. Power equalization
3. Power equalization
4. Confrontation
4. Confrontation
5. Participation
5. Participation


Organizational Development Techniques


(cont’d)
(cont’d)


(cont’d)
(cont’d)

Team Building Activities:
Team Building Activities:
• • Goal and priority
Goal and priority
setting.
setting.
• • Developing
Developing
interpersonal relations.
interpersonal relations.
• • Role analysis to each
Role analysis to each
member’s role and
member’s role and
responsibilities.
responsibilities.
• • Team process
Team process
analysis.
analysis.

(cont’d)
(cont’d)

Intergroup Problem
Intergroup Problem
Solving:
Solving:
• • Groups independently
Groups independently
develop lists of
develop lists of
perceptions.
perceptions.
• • Share and discuss
Share and discuss
lists.
lists.
• • Look for causes of
Look for causes of
misperceptions.
misperceptions.
• • Work to develop
Work to develop
integrative solutions.
integrative solutions.

(cont’d)
(cont’d)

Appreciative Inquiry (AI):
Appreciative Inquiry (AI):
• • Discovery: recalling
Discovery: recalling
the strengths of the
the strengths of the
organization.
organization.
• • Dreaming: speculation
Dreaming: speculation
on the future of the
on the future of the
organization.
organization.
• • Design: finding aa
Design: finding
common vision.
common vision.
• • Destiny: deciding how
Destiny: deciding how
to fulfill the dream.
to fulfill the dream.

Contemporary Change Issues for Today’s
Managers: Stimulating Innovation
Managers: Stimulating Innovation

Sources of Innovation:
Sources of Innovation:
• • Structural variables
Structural variables
• • Organic structures
Organic structures
• • Long-tenured
Long-tenured
management
management
• • Slack resources
Slack resources
• • Interunit
Interunit
communication
communication
• • Organization’s culture
Organization’s culture
• • Human resources
Human resources

Managers: Creating a Learning Organization

Characteristics:
Characteristics:
1. Holds aashared vision
1. Holds shared vision
2. Discards old ways of
2. Discards old ways of
thinking.
thinking.
3. Views organization as
3. Views organization as
system of relationships.
system of relationships.
4. Communicates openly.
4. Communicates openly.
5. Works together to
5. Works together to
achieve shared vision.
achieve shared vision.


Fundamental Problems in
Fundamental Problems in
Traditional Organizations:
Traditional Organizations:
• • Fragmentation based on
Fragmentation based on
specialization.
specialization.
• • Overemphasis on
Overemphasis on
competition.
competition.
• • Reactiveness that
Reactiveness that
misdirects attention to
misdirects attention to
problem-solving rather
problem-solving rather
than creation.
than creation.


Managers: Managing a Learning Organization
Managers: Managing a Learning Organization

Establish
Establish
a strategy
a strategy

Redesign the
Redesign the
Managing
Managing organization’s
organization’s
Learning
Learning structure
structure

Reshape the
Reshape the
organization’s culture
organization’s culture

Managers: Knowledge Management (KM)
Managers: Knowledge Management (KM)

Why KM is important:
Why KM is important:
Intellectual assets are as
Intellectual assets are as
important as physical
important as physical
assets.
assets.
When individuals leave,
When individuals leave,
their knowledge and
their knowledge and
experience goes with
experience goes with
them.
them.
A KM system reduces
A KM system reduces
redundancy and makes
redundancy and makes
the organization more
the organization more
© 2003 Prentice Hall Inc. efficient.
efficient. 19–

Managers: Culture-Bound Organizations
Managers: Culture-Bound Organizations

Questions for culture-bound organizations:
Questions for culture-bound organizations:
1. Do people believe change is even possible?
1. Do people believe change is even possible?
2. How long will it take to bring about change in the
2. How long will it take to bring about change in the
organization?
organization?
3. Is resistance to change greater in this organization due
3. Is resistance to change greater in this organization due
to the culture of the society in which it operates?
to the culture of the society in which it operates?
4. How will the societal culture affect efforts to implement
4. How will the societal culture affect efforts to implement
change?
change?
5. How will idea champions in this organization go about
5. How will idea champions in this organization go about
gathering support for innovation efforts?
gathering support for innovation efforts?

Work Stress and Its Management


Too Much Work, Too Little Time
Too Much Work, Too Little Time

19-8


Potential Sources of Stress
 Environmental Factors
– Economic uncertainties of the business cycle
– Political uncertainties of political systems
– Technological uncertainties of technical innovations
– Terrorism in threats to physical safety and security


 Organizational Factors
– Task demands related to the job
– Role demands of functioning in an organization
– Interpersonal demands created by other employees
– Organizational structure (rules and regulations)
– Organizational leadership (managerial style)
– Organization’s life stage (growth, stability, or decline)


Potential Sources of Stress (cont’d)
Potential Sources of Stress (cont’d)
 Individual Factors
– Family and personal relationships
– Economic problems from exceeding earning capacity
– Personality problems arising for basic disposition
 Individual Differences
– Perceptual variations of how reality will affect the
individual’s future.
– Greater job experience moderates stress effects.
– Social support buffers job stress.
– Internal locus of control lowers perceived job stress.
– Strong feelings of self-efficacy reduce reactions to job
stress.

Consequences of Stress
Consequences of Stress

High Levels
High Levels
of Stress
of Stress

Physiological
Physiological Psychological
Psychological Behavioral
Behavioral
Symptoms
Symptoms Symptoms
Symptoms Symptoms
Symptoms


A Model of Stress
A Model of Stress

19-10


Inverted-U Relationship between Stress and
Inverted-U Relationship between Stress and
Job Performance
Job Performance

19-11


Managing Stress
Managing Stress
 Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network


Managing Stress
Managing Stress
 Organizational Approaches
– Improved personnel selection and job placement
– Training
– Use of realistic goal setting
– Redesigning of jobs
– Increased employee involvement
– Improved organizational communication
– Offering employee sabbaticals
– Establishment of corporate wellness programs


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