ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT (innovation = A new idea…
ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT
= Change activities that are intentional and goal oriented.
= Persons who act as catalysts and assume the responsibility for managing change activities.
= Forces that direct behavior away from the status quo (Lewin).
= Forces that hinder movement from the existing equilibrium (Lewin).
= A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.
organizational development (OD)
= A collection of planned change interventions, built on humanistic–democratic values, that seeks to improve organizational effectiveness and employee well-being.
= Training groups that seek to change behavior through unstructured group interaction.
= The use of questionnaires to identify discrepancies among member perceptions; discussion follows, and remedies are suggested.
= A meeting in which a consultant assists a client in understanding process events with which he or she must deal and identifying processes that need Improvement
High interaction among team members to increase trust and openness.
= Organizational development (OD) efforts to change the attitudes, stereotypes, and perceptions that groups have of each other.
appreciative inquiry (AI)
= An approach that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance
= The theory that the key paradox in management is that there is no final optimal status for an organization.
= A new idea applied to initiating or improving a product, process, or service.
Organic structures positively influence innovation.
Long tenure in management is associated with innovation.
Innovation is nurtured when there are slack resources.
Interunit communication is high in innovative organizations.
= An unpleasant psychological process that occurs in response to environmental pressures.
= Stressors associated with workload, pressure to complete tasks, and time urgency.
= Stressors that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities).
= An organization that has developed the continuous capacity to adapt and change.
Establish a strategy.
Management needs to make explicit its commitment to change, innovation, and continuous improvement.
Redesign the organization’s structure.
= The formal structure can be a serious impediment to learning. Flattening the structure, eliminating or combining departments, and increasing the use of cross-functional teams reinforces interdependence and reduces boundaries.
Reshape the organization’s culture.
To become a learning organization, managers must demonstrate by their actions that taking risks and admitting failures are desirable. This means rewarding people who take chances and make mistakes. And management needs to encourage functional conflict.
= Responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace.
= Things within an individual’s control that can be used to resolve demands.
= Working to change behavior and attitudes to find stability.
= Organizationally supported programs that focus on the employee’s total physical and mental condition.
= Individuals who take an innovation and actively and enthusiastically promote the idea, build support, overcome resistance, and ensure that the idea is implemented.