Description
Hello,
Mini Assignment #5:ING Assignment
Assess your own leadership characteristics by writing a list of at least five words that describe you as a leader. Use words that end in “ing,” such as inspiring, coping, etc. Include both strengths and weaknesses. Expand your list into a two paragraphs that really define your image as a leader. The first paragraph should cover your strengths while the second paragraph should examine areas in which you wish to improve.
Please upload this assignment by 11:59 PM Sunday.
*This counts towards your Mini Assignment category (all Mini Assignments combined equal 10% towards your final grade)======================================
Week Ten Discussion
Week Ten Discussion
Although organizational power and politics cannot be eliminated, managers can keep it within reasonable bounds. Search for and read a research article about organizational power. Summarize the article in your post, along with your reflections on the article. Post the link so we can read it, too. Then, share at least two workable suggestions with your classmates about how to effectively manage organizational power and politics.
Initial post due by day four (Thursday) @ 11:59 PM (EST).
Respond substantively to two other students’ posts on different days of the week by day seven (Sunday) @ 11:59 PM (EST).
Your initial response to the discussion question should be 250-300 words. You must have at least one course (our text) and one non-course scholarly/peer reviewed source in your initial posting. Sources require in-text citations and must be incorporated into the body of the post in addition to a full APA citation at the end of the post. Your Response Postings: Responses to classmates must serve to advance the conversation related to the discussion topic. For your response postings this week, comment about your perception of how the recommended change to either the vision or mission statements of your classmates initial posting brings that statement closer to meeting our course criteria. Explain by incorporating our text material. Please respond to at least two peers on different days of the week from each other and from your initial post, in approximately 150-200 words. Incorporate a minimum of our course text and at least one non-course scholarly/peer reviewed source with each of your response postings. Sources require in-text citations and must be incorporated into the body of the post in addition to a full APA citation at the end of the post.Submission Details:
Post your response to the following questions in the discussion forum by Thursday, Day 4 at 11:59 PM.
Comment on at least two of your classmates’ posts on two separate days of the week from each other and from your initial post by Sunday, Day 7 at 11:59 PM.
Unformatted Attachment Preview
Because learning changes everything.®
Organizational
Behavior
A Practical, Problem-Solving Approach
3e
CHAPTER 16
Managing Change
and Stress
Angelo Kinicki
© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
After reading this chapter, you
should be able to:
16.1 Identify the major forces of organizational change.
16.2 Apply various models to effectively manage change.
16.3 Outline the major causes of resistance to change.
16.4 Explain the benefits and problems associated with
stress.
16.5 Apply OB knowledge and tools to manage stress.
16.6 Describe the implications of managing change and
stress for me and managers.
© McGraw Hill
Forces for Change 1
External forces.
• Can apply to the organization, competitors, or the entire
industry.
• Dramatically affects why an organization exists and which
markets it will participate in and how.
Key external forces:
• Demographic characteristics.
• Technological advancements.
• Shareholder, customer, and market changes.
• Social and political pressures.
© McGraw Hill
Forces for Change 2
Internal forces may
• Be subtle: E.g., low levels of job satisfaction.
• Manifest in outward signs: low productivity; increased
conflict; or strikes.
Key internal forces:
• Human resource issues.
• Managerial behavior and decisions.
© McGraw Hill
Test Your OB Knowledge 1
Managers at Storm Kayak Corporation (SKC)
changed their marketing strategy to target baby
boomers. Which change force did SKC
experience?
A. internal: job dissatisfaction.
B. internal: leadership.
C. external: demographic.
D. external: domestic or international competition.
E. external: information technology.
© McGraw Hill
Three General Models of Change
Key assumptions underlying change models:
• Learn and unlearn⏤Resistance.
• Motivation ⏤ Reinforce.
• People make or break.
Access the text alternate for slide image.
© McGraw Hill
Lewin’s Change Model
© McGraw Hill
Systems Model of Change 1
Assumes that any change has a cascading effect
throughout an organization.
Practical model to diagnose what to change and
how to evaluate the success of a change effort.
© McGraw Hill
Systems Model of Change 2
Inputs.
• Intended change must align with:
• Mission: the reason an organization exists.
• Vision: a compelling future state for an organization.
• Readiness for change:
• Necessity.
• Top-management support.
• Personal ability to cope with changes.
• Received personal consequences .
© McGraw Hill
Systems Model of Change 3
Strategic plans.
• Outlines an organization’s long-term direction and the
actions necessary to achieve planned results.
Target elements of change.
• Used to diagnose problems and identify change-related
solutions and consists of:
• Organizational arrangements.
• Social factors.
• Methods.
• People.
© McGraw Hill
Systems Model of Change 4
Outputs.
• Represent the desired end results or goals of a change.
• Should be consistent with organization’s strategic plan.
• Can be at the individual, group, or organizational level.
© McGraw Hill
Kotter’s Steps for Leading
Organizational Change 1
Provides specific recommendations about behaviors
and activities needed to lead organizational change.
Does not help in diagnosing the need for or targets
for change.
Consists of eight sequential steps.
© McGraw Hill
Kotter’s Steps for Leading
Organizational Change (2 of 2)
1. Establish a sense of
urgency.
5. Empower the broadbased action.
2. Create the guiding
coalition.
6. Generate short-term
wins.
3. Develop a vision and
strategy.
4. Communicate the
change vision.
© McGraw Hill
7. Consolidate gains and
produce more change.
8. Anchor new approaches
in the culture.
Change Through Organizational Development
The organizational development process.
Access the text alternate for slide image.
© McGraw Hill
What Is Organizational Development?
About planned change aimed at increasing an
organization’s ability to improve itself as a humane
and effective system.
Takes theories and results from the laboratory and
applies them to real-life work settings.
Takes a distinctively democratic and participative
approach to solving conflicts and problems.
© McGraw Hill
How Does OD Influence Organizational Outcomes?
Employee satisfaction with change is higher when
top management is committed to the change.
Varying one target element of change creates
changes in other target elements.
Interventions using more than one technique are
more effective in changing job attitudes.
United States and European firms use OD
interventions more frequently than firms from China
and Japan.
© McGraw Hill
Test Your OB Knowledge 2
When managing organizational change, managers
should do all of the following EXCEPT:
A. provide employees with new information to get
the job done.
B. be clear on the overarching motive for change.
C. generate short-term wins.
D. discourage individuals to replace old behaviors
and attitudes with new ones.
E. use feedback to determine the effectiveness of
the intervention.
© McGraw Hill
Resistance to Change
What is resistance to change?
• Any thought, emotion, or behavior that does not align with
real or potential changes to existing routines.
• One of three possible influence outcomes including
compliance and commitment.
© McGraw Hill
Dynamic Model of Resistance to Change
Access the text alternate for slide image.
© McGraw Hill
Causes of Resistance to Change
Recipient characteristics:
•
Includes a variety of
individual differences:
• Dispositional resistance to
change.
Change agent
characteristics:
• Include a variety of
individual differences:
• Surprise and fear of the
unknown.
• Decisions that disrupt
cultural traditions or group
relationships.
• Fear of failure.
• Personality conflicts.
• Loss of status or job
security.
• Lack of tact or poor timing.
• Peer pressure.
• Leadership style.
• Past success.
• Failing to legitimize
change.
Change agent–recipient relationship.
Resistance reduced when there is a positive, trusting relationship.
© McGraw Hill
Test Your OB Knowledge 3
All of the following are causes of resistance to
change EXCEPT:
A. a change agent who is perceived as a
transformational leader.
B. fear of failure on the part of recipients.
C. past success on the part of recipients.
D. mistrust between recipients and change agent.
E. change agent failing to legitimize change.
© McGraw Hill
The Good and Bad of Stress 1
Stress, an adaptive response to environmental demands,
referred to as stressors, that produce adaptive responses:
• Physical.
• Emotional.
• Behavioral reactions.
Each response is influenced by individual differences:
• Inevitable and needs to be managed, not escaped.
• Occupational stress.
• Can come from multiple sources including: individual, group, organization,
and extra-organizational.
© McGraw Hill
The Good and Bad of Stress 2
What is good stress?
• Stress associated with positive emotions and
outcomes called eustress.
• Remember:
• Stress is not merely nervous tension.
• Stress can have positive consequences.
• Stress is not something to be avoided.
• The complete absence of stress is death.
© McGraw Hill
Occupational Stress 1
Cognitive appraisals.
• Primary appraisals:
• Perceptions of whether a stressor is irrelevant, positive, or negative.
• Secondary appraisals:
• Perceptions of how able you are to deal or cope with a given demand.
“It’s not what happens to you but how you respond that matters”
© McGraw Hill
Occupational Stress 2
Coping strategies:
Stress outcomes:
• Control strategy.
• Psychological or attitudinal.
• Escape strategy.
• Behavioral.
• Symptom management
strategy.
• Cognitive.
• Physical stress.
• Outcomes linked to
counterproductive behaviors
and negatively affects physical
and psychological health.
© McGraw Hill
Overcoming Resistance to Change 1
Employees are more likely to resist when they perceive that the
personal costs of change outweigh the benefits, so managers
should:
•
Provide as much information as possible to employees.
•
Inform employees about their reasons or rationale.
•
Conduct meetings to address employees’ questions.
•
Provide employees the opportunity to discuss how the proposed change
might affect them.
Above points also:
•
Help build trust.
•
Improve the agent–recipient relationship.
© McGraw Hill
Overcoming Resistance to Change 2
Organizational processes and practices:
• Avoid the assumption that people are consciously resisting
change.
• Obtain employee feedback about obstacles to change.
• Consider modifying the targeted elements of change.
© McGraw Hill
Overcoming Resistance to Change:
A Contingency Approach
Managerial responses:
1. Inspire.
2. Recognize progress.
3. Expect mistakes.
4. Model, measure, and Reward Collaboration.
5. Positivity.
6. Goals and time.
© McGraw Hill
Test Your OB Knowledge 4
Janice is experiencing a stressful situation at work.
She reacts to the situation by going out drinking
after work. Which coping strategy is Janice using?
A. control strategy.
B. escape strategy.
C. cognitive restructuring strategy.
D. symptom management strategy.
© McGraw Hill
Managing Change and Stress:
Putting It All in Context
Figure 16.10 Organizing Framework for Understanding and Applying OB
©2021 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.
© McGraw Hill
Access the text alternate for slide image.
Because learning changes everything.
www.mheducation.com
© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
®
Purchase answer to see full
attachment
