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Change


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To improve is to change, to be perfect is to changeoften.

Change when you are still strong and when changeappears unnecessary, do not wait for the day when youhave no option but to change.

Winston Churchill

Jamshed J Irani


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Organizational Change

o Organizational change is the process by which organization move fromtheir present state to some desired future state to increase effectiveness.

o

When an organization system is disturbed by some internal or externalforces change frequently occur or any alteration which occur in theoverall work environment of an organization.


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Characteristics of O.C.o Change happen for the pressure of both internal and external

forces in the organization.o Change in any part of the organization affect the whole

organization.o

Change may affect people , structure, technology, and otherelement of the organization.o Change also affect the rate of speed and degree of

significance of the organization.o Change may be reactive or proactive.


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Change Forces

INTERNAL FORCES

Work forceManagerial

personnelManagement

structureAvoid

developinginertia

External Forces

TechnologyMarketing

conditionsSocial changesPolitical forces

Changeforces


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Internal Pressures for Change

Work force

Managerialpersonnel

Avoid developinginertia

Managementstructure


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External Pressures for Change

Technological advances

Marketingconditions Socialchanges

PoliticalForces


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Mana-gerialAdvice

Companies Responses to Pressures forGreen Policies and Practices

Taking as it positive way:

It create a healthy image in customers.It help in cost cutting.Energy saving in the office.Help in reducing carbon in environment.


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Change Agentso A Persons in organization responsible for managing

change activities.

o Can be managers or non managers, current employees,newly hired employees or outside consultants.


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Process of Planned Change

Unfreezing

Provide rationale forchange

Create minor levels ofguilt/anxiety about notchanging

Create sense of psychological safetyconcerning change

Provide informationthat suspects proposedchanges

Bring about actualshifts in behavior

Implement newevaluation systems

Implement new hiringand promotion systems

Moving Refreezing


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Speed of Change

Cr i t e r i a t oC o n s i d e r

Urgency

Degree of support

Amount and complexity of change

Competitive environment

Knowledge and skills available

Financial and other resources


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Resistance to Change

OrganizationalResistance

GroupResistance

Effort to block newways of doing

things

IndividualResistance


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Below are stated some reasons why people resists changes. Some ofthese appear to be rational or emotional. These reasons are:-

o

Economic factorso Habitso Insecurityo Lack of communicationo Extend of changeo Psychological factorso Social factors

Individual Resistance


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Group Resistance

Most organizational changes have impact onformal groups in the organization the main

reasonwhy the groups resists change is that theyfear that their cohesiveness or existence is

threatened by it.


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Organizational Resistance Organizational resistance means the change is resisted at the levelof the organization itself. Some organization are so designed thatthey resist new ideas, this is specifically true in case oforganization which are conservative in nature. Majority of the

business firm are also resistance to changes. The major reason for

organizational resistance are:-

o Threat to powero Group inertiao Organizational structureo Threat to specializationo Resource constantso Sunk costs


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Communication Highest priority andfirst strategy forchangeImproves urgency tochangeReduces uncertainty(fear of unknown)

Problems -- timeconsuming and costly

Minimizing Resistance to Change


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Communication Provides newknowledge and skillsIncludes coaching andaction learning

Helps break oldroutines and adoptnew rolesProblems -- potentiallytime consuming andcostly

Training



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Communication Increases ownership ofchangeHelps saving face andreducing fear of

unknownIncludes task forces,search conferencesProblems -- time-consuming, potentialconflict

Training

EmployeeInvolvement



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Communication When communication,training, andinvolvement do notresolve stress

Potential benefits More motivation to change Less fear of unknown Fewer direct costs

Problems -- time-consuming, expensive,doesnt help everyone

Training

EmployeeInvolvement

StressManagement



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Communication

When people clearly losesomething and wontotherwise supportchangeInfluence by exchange--reduces direct costs

Problems Expensive Increases compliance, not

commitment

Training

EmployeeInvolvement

StressManagement

Negotiation



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Communication

When all else fails

Assertive influenceFiring people -- radicalform of unlearning

Problems Reduces trust May create more subtle

resistance

Training

EmployeeInvolvement

StressManagement

Negotiation

Coercion



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Organization Development (OD)

Planned changeLong range changeProblem solving

Team buildingFeedback

A planned, organization-wide, continuous process designedto improve communication, problem solving, and learningthrough the application of behavioral science knowledge


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Basic Organization Development Model

Diagnosis ofSituation

Introduction ofinterventions

ProgressMonitoring

Feedback


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Organization Development Interventions

OrganizationDevelopment

Structural TechniquesRelationship Techniques

T-group Training

Team BuildingSurvey Feedback

Job RedesignManagement by Objectives

Supplemental OrganizationalProcesses


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Relationship Techniques

T-group Training

Team Building

Survey Feedback


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Structural Techniques

Job Redesign

Management By

Objectives (MBO )

SupplementalOrganizational

Process


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Personality


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Definition & Meaning Personality is the sum total of ways in which an

individual REACTS and INTERACTS with others. Combines of a set of physical and mental

characteristics that reflect how a person looks, thinks,acts and feels.

Predictable relationships are expected between peoples personalities and their behaviors.


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What Determines The Personality?

Heredity SituationEnvironment

It also depends on religion beliefs , culture, place of upbringing,Physical Characteristics, Gender too.


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Introvert (I)

Type of SocialInteraction

Extrovert (E)

Intuitive (N)

Preference forGathering Data

Sensing (S)

Thinking (T)

Preference forDecision Making

Feeling (F)

Judgmental (J)

Style ofDecision Making

Perceptive (P)

Myers-Briggs Type Indicator (MBTI)


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IEExtroversion

IntroversionTalkative,Sociable,

Friendly andOutspoken

Shy,Reserved

and Quite

Interest Orientation


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S N

Sensing

IntuitionOrganised,

Practical,

Focus Detail.

Less Regular,

Unconscious,

Focus BigPicture

Perception


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T F

Thinking

Reliability oflogical order cause and effect,

Apathy

Priorities based onpersonal

importance and

values, Sympathy

Judgment

Feeling


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PJ

Judgment

PerceptionJudgingattitude Control of

events andsystematicplanning

Spontaneity Curious,awaiting

events andadapting tothem,

Flexible

Environment Orientation


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Big Five Model

Extraversion Conscientiousness

Agreeableness

Emotional Stability

Openness toExperience

Personality


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The degree to which an individual is outgoing and derives energyfrom being around people enjoys being around other people, iswarm to others, speaks up in group settings, maintains a vigorous

pace, likes excitement, and is cheerful .

Extraversion

Purab Kholi

Aamir Khan


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The degree to which an individual is easygoing and tolerant believes in the honesty of others, is straightforward, is willing tohelp others, tends to yield under conflict, exhibits humility, andis sensitive to the feelings of others.

Agreeableness

Trusting,goodnatured,cooperative& softhearted

Luke Kenny


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The degree to which an individual seeks new experiences andthinks creatively about the future has a vivid imagination, hasan appreciation for art and beauty, values and respects self andothers, prefers variety to routine, has broad intellectual curiosity,and is open to re-examining closely held values.

Openness To Exper ience

Shahana Goswami

Intellectual,

imaginative,curious, broadminded


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Conscientiouness

Dependable, responsible,

achievement oriented, persistent

Farhan Akhtar

KunalKapoor

R.Madhavan


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Personality Types I n An Organization


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They like to control their environment by overcoming opposition to

accomplish desired results. They enjoy moving people around in their favor.

They are direct, forceful, impatient, and opinionated .

They enjoy being in charge, making decisions, solving problems, and gettingthings done. They tend to thrive on power, prestige, and authority, and they can

be extremely demanding. They also fear being taken advantage of by losingcontrol of a situation.

When people of this style are negatively motivated, they can become defiant. They don't like being told what to do.

For example, giving them work that involves dealing with lots of detail would be tedious and de-motivating.

Dominant Personali ty:


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People with this style try to shape the environment by influencing or persuadingothers to see things their way. They really enjoy being involved with people andgetting recognition.

This highly social individual loves opportunities to verbalize thoughts, feelings,and ideas .

When you negatively motivate people of this style, they can be indiscriminatelyimpulsive . When this happens, they may speak first and think later with littleregard for what they say and who might hear it.

I nf luencing Personali ty:


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The Steadiness behavioral type focuses on cooperating with others to carry out the

task. These people are very much team players and cooperative group workers.

They tend to be patient, loyal, and resistant to sudden changes in theirenvironment. They respond positively to group achievement recognition, sincereappreciation and predictable situations.

When they get negatively motivated which is often caused by sudden, unplannedchanges that they see as high risk they can become stubborn or stern, moods usuallyexpressed in the form of passive resistance.

This type of behavioral style responds very well to an atmosphere of cooperationrather than competition. Show sincere appreciation when it's earned

Steady Personali ty:


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People of this behavioral style appreciate opportunities for thorough, carefulplanning . They are critical thinkers who are sticklers for detail, They prefer tospend time analyzing a situation and, like the steadiness style, are slow to acceptsudden changes.

When they are negatively motivated they may become cynical or overly critical.They will normally respond well to logical, well-thought-out, planned options.

Your conversations with them will take longer because they'll probably have

several questions. They'll also want to verify the quality and reliability ofinformation you give them.

Conscientious Personali ty:


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DEALING DIFFERENT PERSONALITY IN AN ORGANIZATION


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Be clear, direct, and to the point when you interact.

Avoid being too personal or talking too much about non-work items.

Let them know what you expect of them. If you must direct them, provide choices that

give them the opportunity to make decisions to satisfy their need to be "in control.

Accept their need for variety and change. When possible, provide new challenges, as

well as opportunities to direct the efforts of others.

The High D person is motivated by personal control through direct communication.

Compliment them for results they achieve.

They are "bottom line" oriented. Ask them about their career plans and timetables for

achieving success. Show how they can get results by helping you get results.

Dominant Personali ty:


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You'll need to communicate more with people of this style, and it'll often involve

social interaction.

Give them lots of your time.

Compliment them.

Ask about things going on in their lives outside of work.

Let them share with you their goals at work and elsewhere.

Link your objectives to their dreams and goals.

I nf luencing Personali ty:


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Acknowledge that their efforts help others.

Provide opportunities for them to cooperate with others on the team to achieve desired

results.

Provide specific direction and offer assurances when necessary.

When implementing change, be sure to lay out a systematic, step-by-step procedure and

draw out their concerns and worries about the situation. They need to feel secure.

Assure them that you've thought things through before initiating changes. Give them a plan

to deal with problems when they occur.

Steady Personali ty:


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Opportunities to demonstrate their expertise.

Plenty of details.

Enough time to prepare for meetings properly.....especially if they have an item

on the agenda to present.Situations where their systematic approach will contribute to long-term success.

Conscientious Personali ty:


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Personality Disorders

Personality disorders are a type ofmental illnesses in which your waysof thinking, perceiving situationsand relating to others aredysfunctional.

In general, having a personalitydisorder means you have a rigidand potentially self-destructive orself-denigrating pattern of thinkingand behaving no matter what thesituation.


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HOW DO DISORDERS DEVELOP

Research shows that most personality disorders are formed due to abuse,sexual and/or physical.

Some experts believe that events occurring in early childhood exert a powerful influence upon behavior later in life. Others indicate that peopleare genetically predisposed to personality disorders. In some cases,however, environmental facts may cause a person who is alreadygenetically vulnerable to develop a personality disorder.

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Different Clusters Of Personality Disorders

Cluster A :Odd or eccentric behavior

Cluster B :Dramatic, emotional or erratic behavior

Cluster C: Anxious, fearful behavior

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Antisocial Personality Disorder

Borderline Personality Disorder

Histrionic Personality Disorder

Narcissistic Personality Disorder

Obsessive-Compulsive Personality Disorder

Dependent Personality Disorder

Avoidant Personality Disorder

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Different Personality Disorders


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O ti l P lit T


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A

I

S

C

E

R

C o n v e n

t i o

n a l

Occupational Personality Types


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Hollands Personality -Job Fit Theory

Type Personality Occupations

Realistic

Investigative

Social

Conventional

Enterprising

Artistic

Shy, Stable, Practical

Analytical, Independent

Sociable, Cooperative

Practical, Efficient

Ambitious, Energetic

Imaginative, Idealistic

Mechanic, Farmer,Assembly-Line Worker

Biologist, Economist,

Mathematician

Social Worker,Teacher, Counselor

Accountant, ManagerBank Teller

Lawyer, Salesperson

Painter, Writer,Musician

Person Job Fit


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Stress


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StreSSS


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Contents

Definition of stressSigns of stressStressors in organization Acute Episodic ChronicThe cognitive appraisal processBodily response of stressWorkplace factors causing stressStress management strategies


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Definition of Stress

Pressure from the environment,Strain within the person.Interaction between the situation and the

individualPsychological and physical state thatresults when the resources of theindividual are not sufficient to cope withthe demands and pressures of thesituation.


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Signs of stress

Feelings (for example, anxiety, depression,irritability, fatigue),Behaviour (for example, being withdrawn,aggressive, tearful, unmotivated),Thinking (for example, difficulties ofconcentration and problem solving)Physical symptoms (for example,

palpitations, nausea, headaches).


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Stressors in organization

Consider few situations You are fired a day before you become eligible to receive your

retirement pension You find out that the company is about to eliminate your

department

Your boss tells you that you will not get raise this year

Each situation involves external events that createsextreme demands on you called as stressors

Stressors are classified as Acute Stressors Episodic Stressors Chronic Stressors


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Acute StressorsIt comes from demands and pressures of the recent pastand anticipated demands and pressures of the near futureThese stressors bring sudden change that threatens usphysically of psychologicallyAcute stress is thrilling and exciting in small doses, but toomuch is exhaustingBecause it is short term, acute stress doesn't have enoughtime to do the extensive damage associated with long-termstress.


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Episodic StressorsThere are those, however, who suffer acutestress frequentlyMultiple acute stressors in a series..Frequently observed in Type A personality

A soldier A CEO


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Chronic Stressors

This is the grinding stress that wearspeople away day after day, year afteryear.Chronic stress destroys bodies, minds andlives

An abusivehusband

A bad boss


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The Cognitive Appraisal Process

If you are distressed by anything external, the painis not due to the thing itself, but to your estimate ofit.. Marcus Antonius

Cognitive appraisal process is a judgment about the

stressfulness of a situation based on yourcapabilities and capacities

Ex. Writing a sales performance report can be aninteresting activity for a sales person who hasperformed well but can be stressful for someone whohas not performed well


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Bodily Response to stress


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Workplace factors causing stress

Intrinsic to job

Role in organization

Career development

Relationship at work

Organizational structure and climate


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Intrinsic to jobPoor physical working conditionsWork overloadTime pressuresPhysical danger, etc


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Role in organization

Role ambiguityRole conflictResponsibility for peopleConflicts re organizationalboundaries (internal andexternal), etc


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Career development

Lack of job securityOver promotionUnder promotionThwarted ambition etc


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Relationship at work

Poor relations with boss, subordinates orcolleaguesDifficulties in delegating responsibility, etc


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Organizational structure and climate

Little or no participation in decisionRestrictions on behavior (budgets, etc)Office politicsLack of effective consultationFinancial difficulties


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The model of work related stress


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Stress Management

strategies


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1 Avoid unnecessary stress

Learn how to say no Know your limits and stick to them Taking on more than you can handle is a sure fire recipe for stress.

Avoid people who stress you out limit the amount of time you spend with that person or end the relationship

entirely.

Take control of your environment If the evening news makes you anxious, turn the TV off. If traffics got you tense, take a longer but less -traveled route.

Avoid hot-button topics If you get upset over religion or politics, cross them off your conversation list.

Pare down your to-do list Analyze your schedule, responsibilities, and daily tasks. If youve got too much on your plate, distinguish between the shoulds and the

musts.


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2 Alter the situationExpress your feelings instead of bottling them up. If something or someone is bothering you, communicate your concerns in an

open and respectful way.

Be willing to compromise When you ask someone to change their behaviour, be willing to do the

same. If you both are willing to bend at least a little, youll have a good chance of

finding a happy middle ground.

Be more assertive Dont take a backseat in your own life. Deal with problems head on, doing your best to anticipate and prevent

them.

Manage your time better Poor time management can cause a lot of stress. When youre stretched too thin and running behind, its hard to stay calm

and focused. But if you plan ahead and make sure you dont overextendyourself, you can alter the amount of stress youre under.


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3 Adapt to the stressorReframe problems.

Try to view stressful situations from a more positive perspective. Rather than fuming about a traffic jam, look at it as an opportunity to pauseand regroup, listen to your favourite radio station, or enjoy some alone time.

Look at the big picture Take perspective of the stressful situation. Ask yourself how important it will be in the long run. Will it matter in a

month? A year? Is it really worth getting upset over? If the answer is no,focus your time and energy elsewhere

Adjust your standards Perfectionism is a major source of avoidable stress. Stop setting yourself up for failure by demanding perfection. Set reasonable

standards for yourself and others, and learn to be okay with good enough.

Focus on the positive When stress is getting you down, take a moment to reflect on all the thingsyou appreciate in your life, including your own positive qualities and gifts.This simple strategy can help you keep things in perspective.


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4 Accept the things you cant change Dont try to control the uncontrollable

Many things in life are beyond our control particularly the behaviour of other people. Rather than stressing out over them, focus on the things you can control such as the

way you choose to react to problems.

Look for the upside As the saying goes, What doesnt kill us makes us stronger. When facing major challenges, try to look at them as opportunities for personal growth.

Share your feelings. Talk to a trusted friend or make an appointment with a therapist. Expressing what youre going through can be very cathartic, even if theres nothing you

can do to alter the stressful situation.

Learn to forgive Accept the fact that we live in an imperfect world and that people make mistakes.

Let go of anger and resentments. Free yourself from negative energy by forgiving andmoving on.


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5 Make time for fun and relaxation

Set aside relaxation time Include rest and relaxation in your daily schedule. Dont allow other obligations to encroach. This is your time to take

a break from all responsibilities and recharge your batteries.

Connect with others

Spend time with positive people who enhance your life. A strong support system will buffer you from the negative effects ofstress.

Do something you enjoy every day Make time for leisure activities that bring you joy, whether it be

stargazing, playing the piano, or working on your bike.

Keep your sense of humour This includes the ability to laugh at yourself. The act of laughing

helps your body fight stress in a number of ways.


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6 Adopt a healthy lifestyleReduce caffeine and sugar The temporary "highs" caffeine and sugar provide often end in with a

crash in mood and energy. By reducing the amount of coffee, soft drinks, chocolate, and sugar

snacks in your diet, youll feel more relaxed and youll sleep better

Avoid alcohol, cigarettes, and drugs Self-medicating with alcohol or drugs may provide an easy escape from

stress, but the relief is only temporary. Dont avoid or mask the issue at hand; deal with problems head on and

with a clear mind.

Get enough sleep Adequate sleep fuels your mind, as well as your body.Feeling tired will increase your stress because it may cause you to think

irrationally .


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Managing Stress

3. Meditation4. Counseling-talk therapy-life coaching

Body relaxation excercises-breathing techniques- guided imagery

Physical exercise-yoga-work out routine


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The Key Word is .

Balance in Life


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THANK YOU

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