Hi, this is Iltaf Khokhar final year student of public administration @University of Sindh Jamshoro contact; iltafh97@gmail.com cell; 03043508624

1. University of Sindh
 Subject; Organizational Change and
Development
 Topic; Nature of Planned Change
 Dept; Public Administration
 Presented by;
Iltaf Khokhar 29
Mohmmad Moosa 45

2. Presentation Contents
 Meaning of Change
 Characteristics of change
 Organizational change
 Forces for change
 Planned change
 Reasons for change
 Planned change process
 Planned change vs reactive change
 Levels of change programmes
 Conclusion

3. Meaning of Change
 Change means the alternation of status quo or making
things different.
 “The term change refers to any alternation which occurs in
the overall work environment of an organisation.”
 “when an organisational system is disturbed by some
internal or external force, change occurs frequently.

4. Change As Process
 Change, as a process, is simply modification of the structure
or process of a system

5. Characteristics of ‘’Change’’
 Change results from the pressure of both internal and
external forces in the organization
 The change in any part of the organisation affects the whole
of the organization
 Changes may affect people, structure, technology and other
elements of the organisation.

6. Organizational Change
 Organizational Change looks both at the process in which a
company or any organization changes its operational
methods, technologies, organizational structure, whole
structure, or strategies, as well as what effects these changes
have on it.
 Organizational change usually happens in response to – or
as a result of – external or internal pressures

7. Forces for Change

8. External Forces
External forces
Technology
Competition
Government
regulations and
labour laws
Marketing
conditions
Social changes
Political
changes

9. Internal Forces
Internal
forces
Nature of
Workforce
Change in
managerial
personnel
Deficiencies in
structure
To avoid
developing
inertia

10. Planned Change
 A planned change is a change planned by the organisation;
it does not happen by itself
 It is affected by the organisation with the purpose of
achieving something

11. The Basic Reasons for Planned Change
 To improve the means for satisfying economic needs of
members
 To increase profitability
 To promote human work for human beings
 To contribute to individual satisfaction and social well-being

12. Planned versus Reactive Organisational
Changes
 “Planned change is change that is designed and
implemented in an orderly and timely fashion in anticipation
of future events.
 When change is brought about due to the pressure of
external forces, it is called reactive change
 Change may be reactive or proactive.. Proactive change is
initiated by the management on its own to increase
organisational effectiveness.

13. The Planned Change
Process
 Planning for change
 Assessing change forces
 Implementing the change

14. Planning for Change
 To identify the next for change and the area of changes as
to whether it is a strategic change, process oriented
change or employee oriented change
 Develop New Goals and Objectives
 Select an Agent of Change
 Diagnose the Problem
 Select Methodology
 Develop a Plan
 Strategy for Implementation of the Plan

15. Assessing Change Forces
 To make the people accept
the changes, the
management must push
driving forces and convert
or immobilize the
restraining forces

16. Implementing Change
 After planning and
assessing the change, it
must be implemented
and evaluated.

17. Level of Change
Programmes
 Individual Level Change
 Group Level Change
 Organisational Level Change

18. Individual Level Change
 Individual level changes may take place due to changes in
job-assignment, transfer of an employee to a different
location or the changes in the maturity level of a person
which occurs over a passage of time.

19. Group Level Change
 Changes at the group level can affect the work flows, job
design, social organisation, influence and status systems and
communication patterns.
 Formal groups can always resist change, for example; the
trade unions can very strongly resist the changes proposed
by the management

20. Organisational Level Change
 The organisational level change involves major programmes
which affect both the individuals and the groups
 These changes occur over long periods of time and require
considerable planning for implementation.
 Strategic Change
 Structural Change
 Process or People Oriented Change

21. Resistance to Change
 Resistance to change can be covert or overt, organized, or
individual. Employees may realize they don't like or want a
change and resist publicly, and that can be very disruptive.
 In a worst-case scenario, employees can be forceful in their
refusal to adopt any changes and, thus, bring the
confrontation and conflict to your organization

22. Conclusion
 In the modern world organisational changes occur very
frequently. This is why it is often suggested that most
companies must implement some form of moderate change
at least every year and one or more change every 4 to 5
years.
 A more effective approach is to anticipate forces urging
change and plan well in advance to deal with them.