Definition: “Any event that occurs when

something passes from one stage to another.”

Organizational Change: “Any alterations in the people,

structure, or technology of an organization.”

“Forces outside the organization”

Marketplace:o Introduction of companieso Change in behavior of competitorso New ads technology

Governmental Laws & Regulations:o Environmental Laws.

Technology:o Computerso New Plants

Labor markets:

Economic changes:o Inflationo Deflation

“Forces inside the organization”

o Changes in organizational strategy

o New equipmento Employee attitudes

Change activities that are intentional and goal-oriented.

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

This process consists of three steps o Unfreezing the status quoo Changing to a new stateo Refreezing to make the change permanent

o The lack of environmental stabilityo Managers manage change actively to

survive

“Controlling the change for the

benefit of the organization carried out by manager acting as change agents or by non-managers experts of the field.”

◦Personality ◦Perception ◦Habit◦Security◦Economic Factors◦Fear of unknown.◦Threat to power and influence

.

o Education & Communicationo Participationo Facilitation & Supporto Negotiatingo Manipulation & Cooptation.o Selecting people who accept change.o Coercion.

Changing Organizational Cultures

Understanding the Situational forces

A dramatic crises occurs The Organization is young and

small The Culture is weak

Handling Employee

Stress due to

Change

“The Physical and Psychological tension

an individual feels when confronted with

extraordinary demands or opportunities.”

Environmental factors.

Economic uncertainty.Political uncertainty.

Technological change.

Organizational factors.

Task Demand.Role Demand.Interpersonal demand..

Personal factors.Family problem.Economic Problems.Personality.

Individual Differences.

•Perception.•Job Experience.•Social Support.•Belief in locus of control.•Self-efficacy.•Hostility.

Experienced Stress

Physiological Symptoms..

Headaches.High Blood Pressure.Heart Disease.

Psychological Symptoms..

Anxiety.Depression.Decrease in job satisfaction.

Behavioral Symptoms..

Productivity.Absenteeism.Turnover.

Potential Sources Consequences

A Model of Stress

Work related stressors◦ Physical Environment Stressors◦ Role related stressors◦ Interpersonal stressors◦ Organizational stressors

Non-work stressors◦ Time based conflict◦ Strain based conflict◦ Role behavior conflict

Physical Environmental Stressors◦ Some stressors are found in the physical environment such as, Excessive

Noise, Poor Lightening and Safety Hazards etc Role Related Stressors

◦ Role related stressors include conditions where employees have difficulty understanding, reconciling or performing the various roles in their lives.

◦ Role conflict an employee may have two roles that are in conflict with each other or may receive contradictory messages from different people about how to perform a task.

◦ Role ambiguity when employees are uncertain about their job duties, performance expectation, level of authority and other job conditions

◦ Workload work under load – receiving too little work or having tasks that do not sufficiently use your talents. Work overload is a more common stressors these days.

◦ Task control employees are more stressed when they perform their tasks and the pace of their activity

Interpersonal Stressors◦ Interpersonal stressors include ineffective supervision, office

politics and other conflicts that people experience Workplace violence/Workplace Bullying

Organizational Stressors◦ Mergers of a company, Downsizing, Survivors of

lay offs

Time Based Conflict◦ Many employees have to contend with time based

conflict – the challenge of balancing the time demanded by work with family and other non-work activities

Strain Based Conflict◦ This conflict occurs when stress from one domain

spills over to the other. Relationship problems, financial difficulties and loss of a loved one usually top the list of non work stressors.

Role Behavior Conflict◦ Occurs when people are expected to enact different

work and non work roles.

Stress Management Strategies

Remove Stressors

Control Stress Consequences

Change Stress Perception

Withdraw from TheStressors

Receive Social Support

Remove the stressors◦ The main cause of the stress should be investigated

and removed ◦ Role related stressors can be minimized◦ Empower employees◦ Open communication with employees to reduce

ambiguities Work-life balance initiative

Flexible work time Job sharing Telecommuting Personal leave programs Childcare facilities

Withdraw from the stressors◦ Removing the stressors may be ideal solution, but it is often

not feasible. An alternative strategy is to permanently or temporarily remove employees from the stressors. Permanent withdrawal occurs when employees are transferred to jobs that better fit their competencies and values

Change stress perception◦ Stress can be minimized by changing perceptions of situation

by strengthening self efficacy and self esteem Control the consequences of stress

◦ Physical exercise reduces the physiological consequences of stress by helping employees to lower their respiration rate, muscle tension, heart beat and stomach acidity

Receive social support◦ Social support refers to a person’s interpersonal transaction

with others and involves providing either emotional or informational support to buffer the stress experience