MGMT Ch. 18 Organizational Change and Stress Management

Changing nature of the workforceTechnologyEconomic shocksCompetitionSocial trendsWorld politics

More cultural diversityAging populationIncreased immigration and outsourcing

Faster, cheaper, and more mobile computers and handheld devicesEmergence and growth of social networking sitesDeciphering of the human genetic code

Rise and fall of global housing marketFinancial sector collapseGlobal recession

Global competitorsMergers and consolidationsIncreased government regulation of commerce

Increased environmental awarenessLiberalization of attitudes toward gay, lesbian, and transgender employeesMore multitasking and connectivity

Rising health care costsNegative social attitudes toward business and executivesOpening of markets in China

Those in organizations who are responsible for managing change activities
i.e Jeff Bezos at Amazon

HabitSecurityEconomic factorsFear of the unknownSelective information processing

Structural Inertia Limited focus of change Group inertia Threat to expertiseThreat to established power relationshipsThreat to resource allocation

Education and CommunicationParticipationFacilitation and SupportDevelop positive relationshipsManipulation and Cooptation- manipulation and participation (BAD)Coercion- direct threats (BAD)

Changing to overcome the pressures of both individual and group resistance

A change process that transforms the organization from the status quo to a desired end state

Stabilizing a change intervention by balancing driving and restraining forces

Direct behavior away from status quo*Should be increased