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CSC350: Learning Management Systems

CSC350: Learning Management Systems. COMSATS Institute of Information Technology (Virtual Campus). Lecture # 11 Changing Organizations Stress, Conflict, and Virtuality. Review of the Previous Lecture. Finding appropriate human resources

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CSC350: Learning Management Systems

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  1. CSC350: Learning Management Systems COMSATS Institute of Information Technology (Virtual Campus)

  2. Lecture # 11Changing OrganizationsStress, Conflict, and Virtuality

  3. Review of the Previous Lecture • Finding appropriate human resources • Relationship among recruitment efforts, an open position, sources of human resources, and the law • Use of tests and assessment centers in employee selection • How the training process operates • Performance appraisals and how best they can be conducted

  4. Topics of Discussion • Fundamental principles of changing an organization • Insights about factors to consider when changing an organization • An appreciation for the relationship between change and stress • How to handle conflict as a factor related to organizational change • Knowledge about virtuality as a vehicle for organizational change

  5. FUNDAMENTALS OF CHANGING AN ORGANIZATION • Process involves modifying an existing organization to increase organizational effectiveness • Managers realize the reality and necessity of change for organizational success in today’s environment

  6. Change Versus Stability

  7. FACTORS TO CONSIDER WHEN CHANGING AN ORGANIZATION • Change Agent • Determining What Should be Changed • Kind of Change to Make • Individuals Affected by the Change • Evaluation of the Change

  8. Factors Influence on Success of the Change

  9. Change Agent • Most important factor • Individual/individuals inside/outside organization who work to modify and implement the change • Requires skills to solve change-related problems

  10. Determining What Should Be Changed • People Factors • Attitudes, Leadership Skills, Communication Skills • Structural Factors • Organizational Controls, Policies, Procedures • Technological Factors • Equipment or Processes Assisting Employees in Performance of Jobs

  11. Impact on Organizational Effectiveness

  12. Kind of Change to Make • Technological • Modifying level of technology used • Structural • Changing organizational controls • People • Organization development - OD

  13. Grid OD

  14. Weaknesses of OD • Time consuming • Effectiveness is difficult to evaluate • Vague objectives • Costs difficult to gauge • Expensive programs

  15. Impact of Change on Employees • Resistance to Change • Fear of personal loss • Reduction in personal prestige • Disturbance of established social and working relationships • Personal failure • Reducing Resistance • Avoid surprises • Promote genuine understanding • Set the stage for change

  16. Evaluation of the Change • Was change successful? • Does change need to be modified? • Is further change necessary?

  17. CHANGE AND STRESS • Bodily strain individual experiences as a result of coping with some environmental factor • Wear and tear on the body • Body’s subconscious mobilization of energy when employee is confronted with new organizational or work demands • Costs companies $150B per year

  18. Influence of Stress on Worker Performance

  19. Identifying Unhealthy Stress • High blood pressure • Pounding heart • Gastrointestinal disorders • Constant fatigue • Low energy • Moodiness • Increased aggression • Excessive use of alcohol • Temper outbursts • Compulsive eating • High levels of anxiety • Chronic worrying

  20. Help Employees Deal With Stress • Create supportive organizational climate • Implement stress management courses • Make jobs interesting • Design and operate career counseling services

  21. CHANGE AND CONFLICT • Conflict • Struggle resulting from opposing needs or feelings of two or more people • Can result in positive outcome for organization • Generally results when managers make changes that threaten employees or create conflicting views between managers and employees

  22. Strategies for Settling Conflict

  23. Strategies for Settling Conflict • Compromising • Involved parties get PART of what they wanted • Avoiding • Conflict is ignored • Forcing • Managers declare conflict is ended • Resolving • Differences are worked out

  24. VIRTUALITY • Virtual Organization • Organization extended beyond boundaries and structure of a traditional organization by connecting all parties through e-mail and other Internet-related vehicles such as videoconferencing

  25. The Virtual Office Continuum

  26. Challenges in Managing a Virtual Office • More difficult to create a desired organizational culture • More difficult to integrate employees into fabric of organizational culture • More difficult to supervise employees • More difficult to communicate with employees

  27. Thank You

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