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BUS103 SU-6 Organizational Change & Stress Management (Forces of…
BUS103
SU-6 Organizational Change & Stress Management
Forces of Change
Nature of the Workforce
Changes in demographics e.g. diverse workforce, increase in foreign talents, aging workers
Technology
Greater use of handheld devices for work
Some organisations do not respond adequately, changing digital economy brought about increased emphasis on applications and different operating systems e.g. Nokia
Economic Shocks
e.g. global recessions
Competition
e.g. competitor firms from other regions/countries may join the market
Social trends
e.g. consumers becoming more environmentally conscious
World Politics
e.g. opening new markets in China may increase demand for certain products
Resistance to Change
Individual sources
Habit
- rely on habits to cope with life's complexities. but when confronted with change, this tendency to respond in our accustomed ways becomes a source of resistance.
Security
- people with high need for security are likely to resist change because it threatens their
feelings of safety
Economic factors
- changes in job tasks/established work routines arouse economic fears if people are concerned that they won't be able to perform the new tasks or routines (esp when pay is closely tied to productivity)
Fear of unknown
- change substitutes ambiguity and uncertainty for the unknown
Selective information processing
- guilty of this in order to keep their perceptions intact, they hear what they want to hear, they ignore info that challenges the "world" they've created
Organisational sources
Structural inertia
- organisations have built-in mechanisms (e.g. selection processes & formalized regulations) to produce stability. when confronted with change, this acts as a counterbalance to sustain stability
Limited focus of change
Group inertia
Threat to expertise
- changes in organizational patterns may threaten the expertise of specialized groups
Threat to established power relationships
- redistribution of decision-making authority can threaten long-established power relationships e.g. redistribution of power, decision making, staff size
Overcoming Resistance to Change
Tactics
Communication
Participation
Building support & commitment
Developing positive relationships
Implementing changes fairly
Manipulation and cooptation (manipulation & participation)
Selecting people who accept change
Coercion