1. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S W W W . P R E N H A L L . C O M / R O B B I N S T E N T H E D I T I O N © 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

4. Forces for Change E X H I B I T 19-1a

5. Forces for Change (cont’d) E X H I B I T 19-1b

6. Managing Planned Change Goals of Planned Change: Improving the ability of the organization to adapt to changes in its environment. Changing the behavior of individuals and groups in the organization.

8. Sources of Individual Resistance to Change E X H I B I T 19-2

9. Sources of Organizational Resistance to Change E X H I B I T 19-40

12. Lewin’s Three-Step Change Model

13. Lewin’s Three-Step Change Model E X H I B I T 19-5

14. Unfreezing the Status Quo E X H I B I T 19-6

17. Organizational Development Techniques

18. Organizational Development Techniques (cont’d)

19. Organizational Development Techniques (cont’d)

25. Contemporary Change Issues for Today’s Managers: Creating a Learning Organization

27. Contemporary Change Issues for Today’s Managers: Managing a Learning Organization Managing Learning Establish a strategy Redesign the organization’s structure Reshape the organization’s culture

28. Contemporary Change Issues for Today’s Managers: Knowledge Management (KM) Why KM is important: Intellectual assets are as important as physical assets. When individuals leave, their knowledge and experience goes with them. A KM system reduces redundancy and makes the organization more efficient.

30. Work Stress and Its Management

31. Work Stress and Its Management

32. Too Much Work, Too Little Time E X H I B I T 19-8

36. Consequences of Stress High Levels of Stress Physiological Symptoms Behavioral Symptoms Psychological Symptoms

37. A Model of Stress E X H I B I T 19-10

38. Inverted-U Relationship between Stress and Job Performance E X H I B I T 19-11