Organizational Behavior: Stress and Change Effect
heba.malkireview of the Kotter Change Model
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Unit_6_Organisational_Behaviour_CRKC_5001_Lecture_2_Change_and_Stress.pptx
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Overview of Assessment for Organisational Behaviour
For the final assessment review the slides from Unit 6, Lecture 2 Change and Stress. Also refer to the textbook Chapter 16, pg 526 onwards.
You should develop a short review of the Kotter Change Model. Consider a change you have experienced and map the actions you have observed to the 8 steps of the model. What two recommendations could you offer to improve the change process you are describing.
Your paper should be a single MS Word document, report style, in portrait orientation, with the following structure: Cover Page*, Table of Contents, Body of the Report, Appendices. The Body of the Report should include sub-sections as necessary, starting with Introduction and ending with Recommendation, and the text should be supported, where appropriate, with relevant references. You are expected to undertake the analysis with a logical flow and structure.
You ae expected to research the question and offer multiple academic references. Do make sure you can access and use Emerald and EBSCO.
You should also insert (by copy and paste, or by using screen shots) your contribution to the two units (3 and 4) (these can be in landscape format if required). Three posts from each of Units 3 and 4 should be offered for assessment. The word limit for the body of the report is 1,500 words (with a 10% permitted excess).
.
The paper should have two parts:
Part One: Your 1500 word response with references to the question above.
Part Two: A record of your contribution from Units 3 and 4
Your paper (one file only, Word format) Your report should not include any embedded files.
* The cover page should include the names of the institutions (UoC/RKC), the module name, title of the submission (Final Assessment), the date of submission, the number of words used in the paper, and your student number (not name).
plz make sure its writing in Harvard Academic style.
Unit_6_Organisational_Behaviour_CRKC_5001_Lecture_2_Change_and_Stress.pptx
Organisational Behaviour CRKC 5001
Unit 6 Lecture 2 – Change and Stress
Dr Patrick Reid
Agenda
Objectives
Change
Stress
Summary
References
2
Objectives
To understand change and the associated frameworks used to support and analyse
To review the nature of stress and the factors that impact it
Historical Perspective on Change
“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”
Charles Darwin, 1809 - 1882
Must Understand Culture to Execute
Symbols
What objects, events or people do people in the organisation particularly identify with ?
What are these related to in the history of the organisation
What aspects of strategy are high lighted in publicity
Power Structures
Where does power reside ?
Indicators include:
Status
Claim on resources
Symbols of power
Who makes things happen ?
Who stops things from happening ?
Organisational Structures
How formal / informal are the structures
Do structures encourage collaboration or competition ?
What types of power structure do they support ?
Stories
What core beliefs do stories reflect ?
What stories are commonly told e.g. to newcomers ?
How do these reflect core assumptions and beliefs ?
What norms do the mavericks deviate from ?
Routines and Rituals
Which routines are emphasised ?
Which are embedded in history ?
What behaviour do routines encourage ?
What are the key rituals ?
What assumptions and core beliefs do they reflect ?
What do training programmes emphasise ?
How easy are rituals / routines to change ?
Control Systems
What is most closely monitored or controlled ?
Is emphasis on reward or punishment ?
Are controls rooted in history or current strategies ?
Are there many / few controls ?
Force Field Analysis
A forcefield analysis provides an initial view of change problems that need to be tackled by identifying forces for and against change. Some times called Lewin Force Field Analysis
Style of Change Leadership
Style of Leadership will be determined
by:
Organisational Capability
Organisational Readiness
Readiness
Low
High
Capability
High
Low
Leadership
Style
Participation
Collaboration
Direction
Education /
Coaching
Leadership Styles For Change
Education/
Delegation
Participation
Collaboration
Direction
Coercion
Styles of Managing Change
Styles of Leading Change
| Style | Description | Advantages | Disadvantages |
| Education | Use small group briefings to discuss things with people and explain things to them. The aim is to gain support for change by generating understanding and commitment, This is likely to be accompanied by delegation of responsibility for change. | Spreads support for change. Also ensures a wide base of understanding. | Takes a long time if radical change is needed, fact-based argument and logic may not be enough to convince others of the need for change. Easy to voice support, then walk away and do nothing. |
| Collaboration | Widespread involvement of the employees on decisions about both what and how to change. | Spreads not only support but ownership of change by increasing levels of involvement. | Time-consuming. Little control over decisions made. |
| Participation | Strategic leaders retain overall coordination and authority but delegate elements of the change process. | Again, spreads ownership and support of change, but within a more controlled framework. Easier to shape decisions. | Can be perceived as manipulation. |
| Direction | Change leaders make the majority of decisions about what to change and how. Use of authority to direct change. | Less time-consuming. Provides a clear change direction and focus. | Potentially less support and commitment, and therefore proposed changes may be resisted. |
| Coercion | Use of power to impose change. | Allows for prompt action. | Unlikely to achieve buy-in without a crisis. |
Key Elements in Managing Strategic Change
Diagnosis
Leading and
managing
change
Levers
for
change
Managing
change
programmes
10
Managing Change – Key Issues
Four key premises:
Strategy matters – in identifying the need for change and the direction of change.
Context matters – the right approach to change depends on the circumstances.
Inertia and resistance – getting people to change from existing ways of doing things is essential.
Leadership matters – good leadership of change at all levels is needed.
11
Diagnosing the Change Context
Types of change
Context of change
Forcefield analysis
12
Types of Strategic Change
Source: Adapted from J. Balogun and V. Hope Hailey, Exploring Strategic Change, 3rd edition, Prentice Hall, 2007
13
Types of Strategic Change
Four types of strategic change:
Adaptation – can be accommodated with the existing culture and can occur incrementally.
Reconstruction – rapid change but without fundamentally changing the culture.
Revolution – fundamental changes in both strategy and culture.
Evolution – cultural change is required but this can be accomplished over time.
14
The Importance of Context
Source: Adapted from J. Balogun and V. Hope Hailey, Exploring Strategic Change, Prentice Hall, 2007
15
Levers for change
A compelling case for change
Challenging the taken-for-granted
Changing operational processes and routines
Symbolic changes
Power and political systems
16
Is it Realistic ?
Certo and Peter (1988) proposed a five-stage model of the strategy implementation process:
determining how much the organization will have to change in order to implement the strategy under consideration,
analyzing the formal and informal structures of the organization;
analyzing the "culture" of the organization;
selecting an appropriate approach to implementing the strategy;
implementing the strategy and evaluating the results.
Ref: Certo, Samuel C; Peter, Paul J. (1988). Strategic Management: Concepts and Applications. New York: Random House Business Division, (1st. Edition).
Summary of Kurt Lewin’s Change Model
(Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)
Ref: Connelly, M. (2020) https://www.change-management-coach.com/kurt_lewin.html Accessed Date: 15th January 2022
The Change Process - Kotter
Ref: Kotter, J.P. (1996) “Leading Change” Harvard Business School Press
Kotter, J.P., Cohen, D.S. (2002) “The Heart of Change” Harvard Business School Press
http://hbr.org/1995/05/leading-change/ar/1
1. Increase Urgency
2. Build guiding teams
3. Get the vision right
4. Communication for buy-in
5. Enable action
6. Create short-term wins
7. Don’t let-up
8. Make it stick
Creating a climate for change
Engaging & enabling the organisation
Implementing & sustaining the change
Kotter’s Model versus Lewin’s Model
(Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)
Closing Thoughts on Change
It is constant and ongoing for all organisations
It is an essential management skill
You will experience it !
Stress
Stress is the body’s reaction to feeling threatened or under pressure. It’s very common, can be motivating to help us achieve things in our daily life, and can help us meet the demands of home, work and family life.
But too much stress can affect mood, our body and our relationships – especially when it feels out of our control. It can make us feel anxious and irritable, and affect our self esteem.
Experiencing a lot of stress over a long period of time can also lead to a feeling of physical, mental and emotional exhaustion, often called burnout.
Ref: NHS “ Feeling Stressed” https://www.nhs.uk/every-mind-matters/mental-health-issues/stress/ Accessed Date: 14th January 2022
The General Adaptation Syndrome
Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license.
Ref: Edwards, R. (2021) https://www.verywellhealth.com/general-adaptation-syndrome-overview-5198270 Accessed Date: 15th January 2022
General Adaptation Syndrome (GAS) describes the process your body goes through when you are exposed to any kind of stress, positive or negative. .
Major Influences on Job Related Stress
Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license
The Most and Least Stressful Jobs
Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license.
25
Typical Stressors Faced by Managers
Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license.
The Underload Overload Continuum
Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license
The Relationship Between Stress and Job Performance
(Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)
Consequences of High Personal Control
Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license.
Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license.
Major Consequences of Work Related Stress
(Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)
Influences Leading to Job Burnout
(Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)
Summary
Reviewed change, the frameworks to support and the things to consider whilst planning the process
Reviewed the definition, causes and impact of stress
Thanks for your attention…
References
Balogun,J., and Hailey, V.H., Exploring Strategic Change, 3rd edition, Prentice Hall, 2007
BLACK, S., GARDNER, D. G., PIERCE, J. L., & STEERS, R. M. et al.. (2021). Organizational Behavior. OpenStax https://openstax.org/details/books/organizational-behavior. ISBN-10: 1-947172-72-7 Accessed 22nd December 2021
Certo, Samuel C; Peter, Paul J. (1988). Strategic Management: Concepts and Applications. New York: Random House Business Division, (1st. Edition).
Edwards, R. (2021) https://www.verywellhealth.com/general-adaptation-syndrome-overview-5198270 Accessed Date: 15th January 2022
Connelly, M (2020) . https://www.change-management-coach.com/kurt_lewin.html Accessed Date: 15th January 2022
NHS “ Feeling Stressed” https://www.nhs.uk/every-mind-matters/mental-health-issues/stress/ Accessed Date: 14th January 2022
Kotter, J. P. (1995) Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 73, 59-67.
Kotter, J.P. (1996) “Leading Change” Harvard Business School Press
Kotter, J.P., Cohen, D.S. (2002) “The Heart of Change” Harvard Business School Press
http://hbr.org/1995/05/leading-change/ar/1
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