Change and Stress Week 11 Intro to Mgt FDA B&M Level C Peter Matthews

1. Change and StressWeek 11 Intro to MgtFDA B&M Level CPeter Matthews

2. Learning Objectives At the end of this session learners will be able to : • Define Change Management • Look at why does change management matter? • See the triggers for change • Resistance to change • Define Stress • How severe is stress in the workplace? • Stress Triggers • Stress Solutions

3. ‘Six Management Skills’ (CMgr) • Leading People • Managing Change • Meeting Customer Needs • Managing Information and Knowledge • Managing Activities and Resources • Managing Yourself

4. ‘Six Management Skills’ (CMgr) • Leading People • Managing Change • Meeting Customer Needs • Managing Information and Knowledge • Managing Activities and Resources • Managing Yourself

5. Change

6. Define Change Management Change management means different things to different people and different organisations.

7. Change Management: activities involved in • defining and instilling new values, attitudes, norms, and behaviours within an organization that support new ways of doing work and overcome resistance to change; (2) building consensus among customers and stakeholders on specific changes designed to better meet their needs; (3) planning, testing, and implementing all aspects of the transition from one organizational structure or business process to another (US Gov’t Accountability Office) www.gao.gov/special.pubs/bprag/bprgloss.htm

8. The orchestration of change in a way that identifies and addresses the human risks involved in implementing change, strengthening the individual and organizational ability to handle change well. This increases the chances that the change will be put successfully into practice.changethinking.net/change-thinking-glossary Process of controlling changes to the infrastructure or any aspect of services, in a controlled manner, enabling approved changes with minimum disruption.www.brownfield.org/auditor/index.cfm Managing the process of implementing major changes in IT, business processes, organizational structures, and job assignments to reduce the risks and costs of change, and to optimize its benefits. ...www.managingenterprisecontent.com/myweb/Glossary.htm

9. Why does change management matter? • Change is the only constant.– Heraclitus, Greek philosopher • Change is taking place at an ever-increasing pace. • CIPD suggest 60% of change initiatives fail. • Why?

10. 3 Types of Change • Smooth Incremental Change – evolves slowly • Bumpy Incremental Change –relative tranquility punctuated by periods of change • Discontinuous Change – rapid shifts in strategy, structure or culture, or all three

11. Triggers for change What triggers change ? Hint PEST, PESTLE, STEEPLE

12. Political 1.How stable is the political environment? 2.Will government policy influence laws that regulate or tax your business? 3.The government's position on marketing ethics? 4. The government's policy on the economy? 5. Does the government have a view on culture and religion? 6. Is the government involved in trading agreements such as EU, NAFTA .....?

13. Triggers for change from the political environment • Plethora of international bodies influencing organisational life • Principles of Governments have profound effect on businesses • Changes in political environment interact with changes in economic environment – privatisation • Governments act as law makers at micro levels – pensions • Price of fuel - taxes

14. Economic 1. Interest rates. 2. The level of inflation Employment level per capita. 3. Long-term prospects for the economy Gross Domestic Product (GDP) per capita, and so on. 4. Credit Crunch

15. Triggers for change from the economic environment • Exchange rates/business loans • EU = promoted as ‘economic union’ • Competitors • Skills availability • Wage rates • Corporation tax • Budgets – Govt bodies

16. Sociocultural Factors 1.What is the dominant religion? 2.What are attitudes to foreign products/services? 3.How much time do consumers have for leisure? 4.The roles of men and women within society? 5.How long are the population living? Are the older generations wealthy? 6.Do the population have a strong/weak opinion on green issues?

17. Triggers for change from the socio-cultural environment • Peoples’ attitudes and expectations towards work • Social expectations – increased standard of living • Demographic changes – gluts in labour market • Changes in family structure • Ageing population – greater age diversity in workforce

18. Technological 1. Does technology allow for products and services to be made more cheaply and to a better standard of quality? 2.Do the technologies offer consumers and businesses more innovative products and services such as Internet banking, new generation mobile telephones, etc? 3.How is distribution changed by new technologies e.g. books via the Internet, flight tickets, auctions ...? 4.Does technology offer companies a new way to communicate with consumers e.g. banners, Customer Relationship Management (CRM), etc?

19. Triggers for change from the technological environment Many and varied, for example: • Massive use of mobile phones • Revolutionary production techniques - robots • Will internet cafes survive? • EasyJet – automated check-in desks • Log on for banking and shopping • The rise of dot.com companies

20. PEST factors and organisational change Political Economic • competitor behaviour • supplier behaviour • raw material prices • tax regime • exchange rates • wage rates • war/civil unrest • Govt policy • terrorism • Interest groups • TU policies Organisation Adapted from Huczynski & Buchanan (2004:44) Socio-cultural Technological • demographic trends • lifestyle preferences • social values • labour mobility • skills availability • discrimination trends • new products/facilities • internet trading • new production methods • innovation in transport • computing power/costs

21. Internal triggers for change • Unionised or de-unionised organisation? • New chief exec’ or senior manager • Revision of administrative structures • Job re-design • Expanding/re-locating • New IT equipment • Strengthening of (research) department

22. Theories and Models used in Change Management • SWOT • GAP http://ausweb.scu.edu.au/aw03/papers/deans/paper.html • Cause and Effect / Ishikawa diagram • Ajzen Theory of planned behaviour • Kotter’s 8 step model • Cultural Web • Forcefield Analysis • Kruger’s Iceberg model

23. More Reference • 3rd Year core text book for my year, which means it should be in BU Library • Johnson,G., Scholes,K. and Whittington,R. , 2008. Exploring Corporate Strategy. 8th ed. Harlow: Pearson Education Ltd. Longman. • Chapter 14

24. Kruger’s Iceberg model There is a view supported by research that states that the majority of top managers leading change often only see the tip of the iceberg. The 'tip' comprises obvious and more formal aspects of change, such as: cost quality time. Top managers often neglect or fail to factor in what’s under the surface.

25. Resistance • Organisational issues • Communication • Structure • Training • Project Management • Lack of effective leadership • Individual/group resistance to change • Resistance to the content of change - for • Resistance to the process of change

26. Employee Responses to Organizational Change 1. "Not me!" 2. "What will this do to my job security?" 3. Anger 4. Gossip 5. “Who's in charge here?" 6. Panic! 7. "I quit!" 8. "This is a challenge!" 9. Enthusiasm 10. "Maybe I could adjust to this change . . . ." 11. Positive Vision http://www.pbsconsulting.com/articles/empresptochange.htm

27. STRESS

28. What is Stress Researchers define stress as a physical, mental, or emotional response to events that causes bodily or mental tension. Simply put, stress is any outside force or event that has an effect on our body or mind.

29. Stress UNISON Claim: • One in six people think their job is very or extremely stressful and stress makes up to half a million people ill every year. HSE - http://www.hse.gov.uk/stress/

32. The Law All employers have legal responsibility under the Health and Safety at Work Act 1974 and Management of Health and Safety at Work Regulations 1999 to ensure the health safety and welfare at work of their employees. This includes minimising the risk of stress-related illness or injury to employees.

33. Recent Trends and Developments • A shift from physical to psychological work stressors • Physical work stress reduced • Environmental stressors reduced • Instead: Psychological stressors • Consequence: Increase in stress-related illnesses • Anxiety & depression • Psychosomatic symptoms • Burnout

34. Recent Trends and Developments • Stressors and resources at work • Stressors have negative consequences on health • Resources have positive consequences well-being and personal development • Resources buffer against stress • Decrease stressors, increase resources

36. Stress-influenced conditions include depression diabetes hair loss heart disease hyperthyroidism obsessive-compulsive or anxiety disorder sexual dysfunction Immune Deficiency Ulcers

37. Psychological Stressors at Work • Task related and organisational stressors • High workload, time pressure • Role conflicts, organisational constraints • Social stressors – colleagues, supervisors, subordinates • Negative social climate • Task conflicts, relationship conflicts • Unfair behaviour, destructive leadership, workplace bullying • Social and Emotional stressors – customers, clients • Customer-related social stressor: Aggressive customers, exaggerated customer expectations • Emotional dissonance • Job insecurity and unemployment

38. But what is it in the workplace? Definition of work related stress : The process that arises where work demands of various types and combinations exceed the person’s capacity and capability to cope.  HSE.gov

39. Triggers • Lifestyle • Family and friends • Personal circumstances • Major Events • Work • Health

40. Solutions • Taking on too much? • Diet, exercise and relaxation • Smile • Time management strategies • Prioritising • Don’t suffer in silence

41. Management Standards 6 key areas that cover management of Stress in workplace • Demands • Control • Support • Relationships • Role • Change

42. Stress Some stress is good for you… BUT …too much can kill you

43. Objectives met?