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nature of planned change
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
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.
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
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.