Chapter 19 (word) - Chapter 19-Organizational Change and...

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Chapter 19-Organizational Change and Stress Management Evolutionary Change Slow Revolutionary Change Large, stressful, (the one we talk about in class) Forces For Change: Nature of the workforce -More culture diversity, aging population, and new entrants with inadequate skills -Adjusting to multicultural environment -Must reflect the needs of the workforce Technology -Faster, cheaper, and more mobile computers -Online music sharing -Deciphering of the human genetic code Economic Shocks -The rise and fall of the dot-com stocks -2000-02 stock market collapse -Record low interest rates Competition -Global competitors -Mergers and consolidation -Growth of e-commerce Social trends -Internet chat rooms -Retirement of baby boomers -Rise of discount and “big box” retailers -Social trends don’t remain static World politics -Iraq-U.S. war -Opening markets in China -War on terrorism following 9/11 Planned Change: Two Goals of Planned Change: -Improving the ability of the organization to adapt to changes in its environment. -Changing the behavior of individuals and groups in the organization. -Activities that are intentional and goal oriented -Intended to improve the ability to adapt to changes in the environment, and seeks to change employee behavior -Gradually, step by step -Easier Change Agent: -Person who is responsible for managing change activities
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-Can be managers or non-managers, current employees, new employees, or outside consultants -Organizations are more likely to embark on transformational change when heade by leaders from outside the traditional network Consultants -Are hired by internal managers when a drastic change is needed -Can offer objective perspective -Organizations can either blame the consultants if change results in bad things happening or take the glory if the change is positive for employees Negatives: -Outside consultants usually have an inadequate understanding of the organizations history, culture, operating procedures, and personnel -May also be prone to initiate more drastic changes, because they don’t have to live with the consequences (they don’t work in the organization) Resistance to Change: A reason for why change doesn’t happen overnight Change takes 7-10 years Forms of Resistance to Change: -Overt and immediate -Voicing complaints, engaging in job actions -Easier to deal with -Implicit and deferred -Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism -Harder to manage/deal with, less communication Sources of Individual Resistance to Change: Resistance to change is the easiest for managers to deal with when it is overt and immediate -Employees may complain, or even go on strike, but at least managers know that they are upset and can attempt to resolve the situation It’s the implicit or deferred resistance that is hard for managers -Stop showing up for work, and “sick” days are hard for managers to pick up on Quick changes aren’t always good, because they are usually not thought out well
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This note was uploaded on 04/02/2008 for the course MGT 325 taught by Professor Roth during the Spring '07 term at Michigan State University.

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Chapter 19 (word) - Chapter 19-Organizational Change and...

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