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Questions and Answers
Planned change is an unintentional activity that does not aim for specific goals.
Planned change is an unintentional activity that does not aim for specific goals.
False
Habit is a source of resistance to change because individuals depend on programmed responses.
Habit is a source of resistance to change because individuals depend on programmed responses.
True
Security needs can lead individuals to embrace change without any fears.
Security needs can lead individuals to embrace change without any fears.
False
Structural inertia within organizations helps to promote rapid changes.
Structural inertia within organizations helps to promote rapid changes.
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Economic factors can lead employees to resist change due to fears about job performance.
Economic factors can lead employees to resist change due to fears about job performance.
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Group inertia may facilitate individual willingness to change their behavior.
Group inertia may facilitate individual willingness to change their behavior.
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Threat to established power relationships can arise from changes in decision-making authority.
Threat to established power relationships can arise from changes in decision-making authority.
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Change threatens the status quo, making it an inherently _____ activity.
Change threatens the status quo, making it an inherently _____ activity.
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Kotter’s plan for implementing change consists of five steps.
Kotter’s plan for implementing change consists of five steps.
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Selecting people who accept change can help in overcoming resistance to change.
Selecting people who accept change can help in overcoming resistance to change.
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One approach to managing change is known as Lewin’s Two-Step Model.
One approach to managing change is known as Lewin’s Two-Step Model.
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Participation is an ineffective way to build support and commitment for change.
Participation is an ineffective way to build support and commitment for change.
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Outside change agents are less likely to motivate change due to their detachment from the organization.
Outside change agents are less likely to motivate change due to their detachment from the organization.
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Empowering others to act on the vision is a step in Kotter's plan for implementing change.
Empowering others to act on the vision is a step in Kotter's plan for implementing change.
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Manipulation and cooptation are considered ethical ways to manage organizational change.
Manipulation and cooptation are considered ethical ways to manage organizational change.
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Consolidating improvements and reassessing changes is the final step in Kotter's plan.
Consolidating improvements and reassessing changes is the final step in Kotter's plan.
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Individuals with an internal locus of control are generally more prone to stress.
Individuals with an internal locus of control are generally more prone to stress.
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Goal-setting can increase stress levels for employees who see no purpose in their jobs.
Goal-setting can increase stress levels for employees who see no purpose in their jobs.
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Redesigning jobs to include more autonomy and feedback can help reduce job stress.
Redesigning jobs to include more autonomy and feedback can help reduce job stress.
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Role stress is lessened when employees are involved in management decisions.
Role stress is lessened when employees are involved in management decisions.
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Employee sabbaticals provide a way for employees to extend their work hours.
Employee sabbaticals provide a way for employees to extend their work hours.
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Action research consists of three steps: Diagnosis, Analysis, and Action.
Action research consists of three steps: Diagnosis, Analysis, and Action.
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Organizational development (OD) methods prioritize human and organizational growth.
Organizational development (OD) methods prioritize human and organizational growth.
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One of the six interventions for change agents is team fragmentation.
One of the six interventions for change agents is team fragmentation.
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A culture of innovation only relates to significant breakthroughs rather than small improvements.
A culture of innovation only relates to significant breakthroughs rather than small improvements.
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According to paradox theory, there is a final optimal status for an organization.
According to paradox theory, there is a final optimal status for an organization.
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Survey feedback is one of the interventions used by change agents.
Survey feedback is one of the interventions used by change agents.
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Innovation can only occur in products and not in processes or services.
Innovation can only occur in products and not in processes or services.
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The key benefit of action research is its problem-focused approach.
The key benefit of action research is its problem-focused approach.
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Belonging is considered one of the core themes in managing constant change.
Belonging is considered one of the core themes in managing constant change.
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The electric Leaf car by Nissan represents a small incremental innovation.
The electric Leaf car by Nissan represents a small incremental innovation.
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Organic structures negatively influence innovation.
Organic structures negatively influence innovation.
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Innovative organizations celebrate successes but do not reward failures.
Innovative organizations celebrate successes but do not reward failures.
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Inter-unit communication is typically low in innovative organizations.
Inter-unit communication is typically low in innovative organizations.
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Members of learning organizations are encouraged to maintain their old ways of thinking.
Members of learning organizations are encouraged to maintain their old ways of thinking.
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Offering high job security is a characteristic of innovative organizations.
Offering high job security is a characteristic of innovative organizations.
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A shared vision within an organization is a characteristic of a learning organization.
A shared vision within an organization is a characteristic of a learning organization.
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People in learning organizations communicate openly without fear of criticism.
People in learning organizations communicate openly without fear of criticism.
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Idea champions are individuals who resist change within an organization.
Idea champions are individuals who resist change within an organization.
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Structural variables are one of the least studied sources of innovation.
Structural variables are one of the least studied sources of innovation.
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Managers in innovative organizations view failures as obstacles rather than as learning opportunities.
Managers in innovative organizations view failures as obstacles rather than as learning opportunities.
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Study Notes
Organizational Behavior - Chapter 18
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Chapter 18 covers organizational change and stress management.
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Learning Objectives
- Contrast forces for change and planned change.
- Describe methods to overcome resistance to change.
- Compare four approaches to managing organizational change.
- Demonstrate three ways to create a culture for change.
- Identify potential environmental, organizational, and personal stress sources at work, and the role of individual and cultural differences.
- Identify physiological, psychological, and behavioral symptoms of work stress.
- Describe individual and organizational approaches to managing work stress.
Exhibit 18-1: Forces for Change
- Nature of the workforce: More diverse, aging population, immigration, and outsourcing are key forces.
- Technology: Faster, cheaper, and more mobile computers and devices, along with the growth of social media platforms, drives change.
- Economic shocks: Global recessions, housing market fluctuations, and financial sector collapses are significant factors.
- Competition: Increased global competition, mergers, and government regulations are catalysts for change.
- Social trends: Increased environmental awareness, evolving societal perceptions of diversity and inclusion, influencing organizational culture.
- World politics: Political upheavals, globally fluctuating markets, and geopolitical shifts influence organizations worldwide.
Contrast Planned vs. Change
- Change: Involves making something different.
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Planned change: A deliberate, strategic activity to make changes and improve organizational performance.
- Two key goals are adapting to environmental changes & influencing employee behavior.
- Change agents: Individuals responsible for managing change activities.
Exhibit 18-2: Resistance to Change (Individual & Organizational)
- Individual Sources: Include factors like habit, security needs, and economic concerns. Selective information processing can also create resistance.
- Organizational Sources: Structural inertia and limited focus of change can limit organizational adaptability. Existing power structures may also complicate changes.
Overcoming Resistance to Change
- Communication: Essential to minimize resistance.
- Participation: Involving those influenced by the change can reduce resistance.
- Building support & Commitment: Creating a sense of safety & security surrounding the change.
- Develop positive relationships: Establishing trust and effective interpersonal communication.
- Implement changes fairly: A transparent and equitable approach to the change can reduce resistance.
- Manipulation and cooptation: Managing resistance through less-than-open methods.
- Selection: Carefully choosing people who accept change.
- Coercion: Enforcing the change through threats or intimidation.
- The Politics of Change: Indicates that change is a political process involving different stakeholder groups within an organization. Those outside and those less invested in the status quo are more likely to promote change.
Approaches to Managing Organizational Change
- Lewin's Three-Step Model: Unfreezing, movement, and refreezing.
- Kotter's Eight-Step Plan: Establish urgency, form coalition, create vision, communicate, empower, create short-term wins, consolidate improvements, and reinforce change.
- Action Research: A process using data collection, feedback, action, and evaluation to drive change.
- Organizational Development (OD): Improving organizational effectiveness focusing on collaboration and inquiry. Focuses on how employees' perception of their work environment shapes change.
Creating a Culture for Change
- Managing a Paradox: Management is inherently about managing change.
- Stimulating a Culture of Innovation: Embracing new ideas to improve products, processes, or services based on incremental changes or radical breakthroughs (Ex: electric cars)
- Sources of Innovation: Organizational structure, contingent rewards, slack resources, and inter-unit communication.
- Innovative Cultures & Characteristics: This includes encouraging experimentation, rewarding successes and failures, celebrating mistakes. Managers recognize that failures are common.
- Key Actions for Innovative Cultures: Actively promote training, offer job security, and support the growth of change champions.
Exhibit 18-6: Characteristics of a Learning Organization
- Shared vision and agreement.
- Discarding old routines, thinking of all organizational processes as interconnected.
- Open communication across the organization without fear or criticism.
- Personal self-interest and departmental fragmentation are subordinated to the organization's shared vision.
Stress at Work
- Exhibit 18-7: Work is a significant source of stress for many.
- Sources (Exhibit 18-8): Environmental, Individual, Organizational factors, and Personal factors (Exhibit 18-8).
- Consequences: Physiological, psychological, behavioral symptoms (Ex: illness, anxiety, productivity decrease)
- Model of Stress (Exhibit 18-8): Conceptual framework to illustrate how factors relate to experienced stress, and its outcomes.
- Cultural Differences: Research indicates differences in stressors in different cultures.
Managing Stress at Work
- Individual Approaches: Time management, exercise, relaxation training, and stronger social support.
- Organizational Approaches: Managing organizational factors causing stress, such as modifying task and role demands.
- Strategies: Better selection and placement, goal setting, redesigning jobs, employee involvement, organizational communication, employee sabbaticals, and wellness programs.
- Selection and Placement: Considering experience and control orientation impacting stress.
- Goal-setting: Motivation and less experienced individuals.
- Redesigning Jobs: Improved responsibility, autonomy, greater control over work.
- Employee Involvement: Increasing management control, employee involvement in change, reducing role stress, and making decisions.
- Communication: Improve organizational effectiveness, reduce ambiguity and stress from conflicts.
- Sabbaticals
- Wellness Programs
Implications For Managers
- Change Agents: Managers need to be change agents, role models, and supportive in shaping organizational change cultures.
- Adaptability: Management policies/practices define organizational learning/adaptation to environmental shifts.
- Balancing Good Stress: Some stress is healthy when balanced by positive aspects such as autonomy and responsibility. However, negative stressors (bureaucracy, interpersonal conflicts) should be addressed and eliminated.
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Description
Explore the fundamentals of change management with this quiz. Understand the dynamics of planned change, resistance factors, and models like Kotter’s and Lewin’s. Test your knowledge on how organizations navigate change and the psychological aspects that influence it.
