Sanders 3302 Unit 8 Journal

cwilia

UnitVIII_Chapter15.pdf

Home >Human Resource Management homework help >Sanders 3302 Unit 8 Journal

Chapter 15: Leading Change and

Stress Management

Leading Change in a VUCA World

• VUCA framework for responding to

organizational change

– Acronym from U.S. Army

– One of greatest leader challenges this century

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 2

Forces Driving Organizational

Change (1 of 3)

• Workforce diversity

– Workforce changes and cultural differences

• Economy is significant source of change

– Recessions results

– Technological advances

– Globalization and multinational corporations

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 3

Forces Driving Organizational

Change (2 of 3)

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 4

Force for Change Examples

Workforce diversity Sex, race/ethnicity, cultural differences, LGBTQ, age/generation

The economy Recession, government policy, rising health care costs

Technology Mobile devices, social media, Internet security, robotics

Globalization Multinational corporations, political instability, fair trade, sustainability,

outsourcing, emerging markets

Competition Global competition, mergers and acquisitions, customer standards, time to

market

Life-threatening events Natural disasters, terrorism, pandemics

Table 15.1 Forces Driving Organizational Change

Forces Driving Organizational

Change (3 of 3)

• Technology will continue to contribute to

growth

– Release from traditional constraints

– Lifelong learning

– Ethics of work and society on well-being

– Virtual collaboration

– Regulation of innovation

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 5

Planned Organizational Change (1 of 6)

• Proactive

• Reactive

– Most organizations in this mode

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 6

Planned Organizational Change (2 of 6)

• Targets of planned organizational change

– Structure

– Technology

– Processes

– Teams

– People

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 7

Planned Organizational Change (3 of 6)

• Incremental versus radical change

– Incremental changes are piecemeal

– Radical changes are major

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 8

Planned Organizational Change (4 of 6)

• Organizational Subsystems Involved in

Planned Change

– Organizational subsystems

• Organizational Development

– Definition

– Theories of change versus theories of

changing

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 9

Planned Organizational Change (5 of 6)

• Examples of Organizational Development

Interventions

– Survey feedback

– Workout

– Steps of workout

– Process consultation

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 10

Planned Organizational Change (6 of 6)

• Examples of Organizational Development

Interventions

– Team building

– Appreciative inquiry (AI)

– Sustainability

– Sustainable corporate performance triple

bottom line

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 11

Resistance to Change (1 of 4)

• Range of employee reactions

– Resistance

– Compliance

– Commitment to change

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 12

Resistance to Change (2 of 4)

• Employee participation can reduce change resistance

– Lack and participation and input are motivators

• Personal reasons to resist change

– Habit

– Security

– Fear of unknown

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 13

Resistance to Change (3 of 4)

• Structural reasons to resist change

– Structural inertia

– Group inertia

– Threats to expertise

– Threats to established power relationships

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 14

Resistance to Change (4 of 4)

• How to Overcome Resistance to Change

– Guidelines

– Last-resort tactics

– Readiness for change at organization level

– Transformational leadership reduces follower

resistance

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 15

Leading Change (1 of 5)

• Kurt Lewin’s change process

– Unfreezing

– Changing

– Refreezing

• Force Field Analysis

– Definition

– Steps

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 16

Leading Change (2 of 5)

• Kotter’s Eight-Step Model

– Elaborates on Lewin model with specific

guidelines

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 17

Leading Change (3 of 5)

• Kotter’s Eight-Step Model

– Establish a sense of urgency

– Form powerful guiding coalition

– Create a vision

– Communicate the vision

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 18

Leading Change (4 of 5)

• Kotter’s Eight-Step Model

– Empower others to act

– Plan for and create short-term wins

– Consolidate improvement and sustain change

momentum

– Institutionalize new approaches

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 19

Leading Change (5 of 5)

• Effective Change Implementation

– Top management support

– Commitment to change is key attitude

– Restructuring and downsizing

– Innovation

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 20

Stress in the Context of

Organizational Change (1 of 3)

• Change is more likely stressful when

identity threatened

– Change uncertainty

– Change increases uncertainty and disrupts

routines

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 21

Stress in the Context of

Organizational Change (2 of 3)

• Unhappiness with organizational

processes

– When this occurs

• Results of work intensification

– Change creates job insecurity

– Actions available to alleviate stress from

change

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 22

Stress in the Context of

Organizational Change (3 of 3)

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 23

Source Type of Support

Supervisor Being able to approach the manager

Having a manager that understands your role

Coworkers Peer support knowing you are in it together

Being able to vent

Being part of a group

Organization Employee Assistance Services

Interview support (if laid off)

Clear communication from management

Partner, family, and friends Support and reassurance

Openness to communicate

Availability

Table 15.2 Coping With Stress During Organizational Change

What Is Stress? (1 of 11)

• Organizational stress

– Caused by psychological job strain

– Half of workers experience moderate to

severe stress

• Stress is “health epidemic of 21st century”

Scandura, Essentials of Organizational Behavior, 3e. © SAGE Publications, 2020. 24

What Is Stress? (2 of 11)

• Job burnout

– Symptoms

• Stress Episode

– Fight-or-flight response

– Stressors

– Types of stress responses

What Is Stress? (3 of 11)

• Stress and Organizational Performance

– Top stressors

– The COVID-19 crisis

What Is Stress? (4 of 11)

• Is There an Optimal Level of Stress?

– Yerkes-Dodson law suggests there may be

– Increasing stress and arousal helps focus to a point

– Challenge-related stress

– Hindrance-related stress

– Negatively impacts job performance and attitudes

What Is Stress? (5 of 11)

• Role Stress

– Role ambiguity

– Role conflict

– Role overload

– Reducing role stress increases job

satisfaction

What Is Stress? (6 of 11)

• Role Stress

– Work–life balance

– Crossover stress effect

– Employers may benefit from facilitation

between roles

– Recent graduates’ concern over career

success

What Is Stress? (7 of 11)

• Stress is a Global Concern

– Work stress documented in numerous

countries and regions

– Self-efficacy has universally negative

association with burnout

– Studies of cross-cultural stressors and cultural

values

What Is Stress? (8 of 11)

• Coping

– Definition

– Relates to well-being and job performance

What Is Stress? (9 of 11)

• Social Support

– Definition

– Buffering effect

– Instrumental support

– How social support aids stress management

– Leaders play key role in social support for

employees

What Is Stress? (10 of 11)

• Preventive Stress Management in

Organizations

– Policy changes and interventions due to rising

costs

What Is Stress? (11 of 11)

• Employee Assistance Programs

– Definition

– Prevalence in the United States today

– Provide counseling, information, and referrals

Leadership Implications: Helping

Employees Cope (1 of 3)

• Most organizations today are changing

and creating stress

Leadership Implications: Helping

Employees Cope (2 of 3)

• Challenge for leaders to help people

produce, serve, grow, be valued

– Leaders must develop own coping plans

– Leaders can provide social support

– Leaders can help followers problem-solve

– Should use emotion- and problem-focused

strategies

Leadership Implications: Helping

Employees Cope (3 of 3)

• Positive organizational behavior considers

employee well-being essential

– Compassionate leadership