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managing organisational change and individual stress (areas of…
managing organisational change and individual stress
forces for organisational change
internal forces of change
changes in strategy
poor performance
workforce problems
implementation of new technology
changes in top management
power politics
external forces of change
new technology (new process, systems and materials)
economic forces
social forces (demographic trends)
ecological and physical forces
mainly macro factors
dimensions of change
planned vs reactive change
revolutionary vs incremental change
punctuated vs continuous
resistance to change
organisational barriers to change
organisational inertia
unforeseen consequences
individual resistance to change
perceived threat to individual or group interests
misunderstanding and lack of trust
low tolerance for change
ethical convictions
overcoming the resistance to change
methods
education and communication
participation and involvement
facilitation and support
negotiation and agreement
manipulation and co-oping
explicit and implicit coercion
situational factors that influence the strategic choices of mangers when planning a change effort
anticipated resistance
position of the change initiator compared to the resistors
anticipated need for information
stakes involved
approaches to change
lewins change model
step 1: unfreezing
step 2: change (this step requires individuals to move towards an acceptable set of behaviors)
step 3: refreeze
koters 8 step process
Step 1: create a seance of urgency
Step 2: form a guiding team
Step 3: create a change vision and strategy
Step 4: communicate the vision
Step 5: empower others to act
Step 6:produce short-term wins
Step 7: consolidate improvements and produce more change
Step 8: create new culture
areas of organisational change
strategic change (aligning the organisation to react to threats and opportunities in the external environment
changes in organisational structure
changes in technology
changing people
managing work stress
nature of stress
first phase (alarm response)
second phase (resistance phase)
third phase (exhaustion or recovery)
sources of managerial stress
job overload
role conflicts
job fit
managerial pressures from all directions
status incongruity and lack of job security