Organisation Change
|ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT |
LEARNING OBJECTIVES
After studying this chapter, students should be able to:
1. Describe forces that act as stimulants to change.
2. Summarize sources of individual and organizational resistance to change.
3. Describe Lewin’s three-step change model.
4. Explain the values underlying most OD efforts
5. Identify properties of innovative organizations.
6. List characteristics of a learning organization.
7. Define knowledge management and explain its importance.
8. Describe potential sources of stress.
9. Explain individual difference variables that moderate the stress-outcome relationship.
CHAPTER OVERVIEW
The need for change has been implied throughout this text. “A casual reflection on change should indicate that it encompasses almost all our concepts in the organizational behavior literature. Think about leadership, motivation, organizational environment, and roles. It is impossible to think about these and other concepts without inquiring about change.” If environments were perfectly static, if employees’ skills and abilities were always up to date and incapable of deteriorating, and if tomorrow were always exactly the same as today, organizational change would have little or no relevance to managers. The real world, however, is turbulent, requiring organizations and their members to undergo dynamic change if they are to perform at competitive levels. Managers are the primary change agents in most organizations. By the decisions they make and their role-modeling behaviors, they shape the organization’s change culture. For instance, management decisions related to structural design, cultural factors, and human resource policies largely determine the level of innovation within the organization. Similarly, management decisions, policies, and practices will determine
LEARNING OBJECTIVES
After studying this chapter, students should be able to:
1. Describe forces that act as stimulants to change.
2. Summarize sources of individual and organizational resistance to change.
3. Describe Lewin’s three-step change model.
4. Explain the values underlying most OD efforts
5. Identify properties of innovative organizations.
6. List characteristics of a learning organization.
7. Define knowledge management and explain its importance.
8. Describe potential sources of stress.
9. Explain individual difference variables that moderate the stress-outcome relationship.
CHAPTER OVERVIEW
The need for change has been implied throughout this text. “A casual reflection on change should indicate that it encompasses almost all our concepts in the organizational behavior literature. Think about leadership, motivation, organizational environment, and roles. It is impossible to think about these and other concepts without inquiring about change.” If environments were perfectly static, if employees’ skills and abilities were always up to date and incapable of deteriorating, and if tomorrow were always exactly the same as today, organizational change would have little or no relevance to managers. The real world, however, is turbulent, requiring organizations and their members to undergo dynamic change if they are to perform at competitive levels. Managers are the primary change agents in most organizations. By the decisions they make and their role-modeling behaviors, they shape the organization’s change culture. For instance, management decisions related to structural design, cultural factors, and human resource policies largely determine the level of innovation within the organization. Similarly, management decisions, policies, and practices will determine