ELEC 2 HUMAN BEHAVIOR IN AN ORGANIZATION

HANDOUT #12
Organizational Change and Stress Management

Introduction:
There are many forces that stimulate change including the nature of the workforce, technology,
economic shocks, competition, social trends, and world politics. All these things can create
change in a workplace.

Date and Time Allotment:

Week 17 (3 hours)

Objectives:
At the end of the end of this lesson, students should be able to:
1. Understand the sources of resistance to change.
2. Learn the three main approaches to managing organizational change.
3. Understand the potential sources and consequences of stress and describe techniques
for managing stress.
4. Learn the consequences of stress.
5. Know the individual and organizational approaches to managing stress.
6. Understand global differences in organizational change and work stress

Lecture:
Whenever change is present there is resistance to change.
Individuals and groups become comfortable with things that are familiar, and
change threatens the status quo. There are different ways that change is
resisted by employees. It is important to note that not all change is good.
Speed can lead to bad decisions; sometimes those initiating change fail to
realize the full magnitude of the effects or their true costs. Change can be
good, but change agents need to carefully think through its implications.

Sources of Resistance
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 and cooptation
7. Selecting people who accept change
8. Coercion
Approaches to Managing Organizational Change

 Lewin’s Three-Step Model of Change

In the unfreezing stage, Lewin

identifies driving and restraining
forces. Driving forces are those that
direct behavior away from the status
quo. Restraining forces are those
that hinder movement from the
existing equilibrium.

 Kotter’s Eight-Step Model of the Change Process

OD Interventions
1. Survey Feedback Gathering data and acting on it
2. Process Consultation Using outside consultants
3. Team Building Increase trust and openness
4. Intergroup Development Change attitudes, stereotypes, and perceptions
5. Appreciative Inquiry Discovering what the organization does right

Organizational Development

It is an area of study that is set up to determine what an organization

needs to improve
its effectiveness and employee well-being.

Based on humanistic-democratic values

• Respect for people
• Trust and support
• Power equalization
• Confrontation
• Participation
 Stimulating a Culture of Innovation
 Innovation: A new idea applied to initiating or improving a
product, process, or service Sources of innovation include:
• Structure
• Culture
• Human resources

 Idea champions: Managers who actively and enthusiastically

promote an idea, build support, overcome resistance, and ensure
that innovation is implemented
• Have high self-confidence, persistence, energy, and acceptance
of risk
• Use inspiration and vision to gain commitment
• Have decision-making discretion

 Stress: A dynamic condition in which an individual is confronted with

an opportunity, demand, or resource related to what is desired and
for which the outcome is perceived to be both uncertain and
important

Types of Work Stress:

 Challenge Stress: associated with workload, pressure to
complete tasks, and time urgency o Can be positive
 Hindrance Stress: comes from obstacles to achieving goals o Mostly
negative
 Usually stress is associated with demands and resources

Consequences of Stress
Stress shows itself in a number of ways, such as high blood
pressure, ulcers, irritability, difficulty making routine decisions, loss
of appetite, accident proneness, and so on. These symptoms fit
under three general categories:

 Physiological symptoms
 Psychological symptoms
 Behavioral symptoms

Managing Stress
Stress needs to be managed and maintained at a healthy level.
Individuals often manage stress through time management techniques,
physical exercise, or expanding their social support network. Organizations
can also help employees manage stress by providing training, realistic goal
setting, solid designing of jobs, offering employee sabbaticals, and
establishing a wellness program.

Activity:
Discussion on the Sources of Resistance to Change, Approaches to Managing Organizational
Change, and Stress Management

Assessment:
The students will take a 15-point multiple-choice quiz to gauge their understanding of
Organizational Change and Stress Management.
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Prepared by:
Ryan O. Maramba, CHRA, CHRP, COMS, CSPE, LPT, DBA