UNIVERSITY OF OKARA

Department of management Sciences

Submitted to:

MS.Kubra Sana Sajid

Submitted by:

Awais Younus 1004

Muhammad Ali Hamza 1008

Eiman maqbool 1010

Aneeqa Shehzad 1021

Nature of planned change:

Planned change refers to a deliberate and intentional effort within an organization to make
significant alterations to its structure, processes, strategies, or culture. It is a proactive approach
to address specific issues or opportunities. Planned change is typically initiated by leaders or
managers within the organization, and is often driven by external factors such as changes in the
market, new regulations, or advances in technology. Planned change is characterized by a
systematic approach to change management, which involves a series of steps or stages. These
stages may include assessing the need for change, developing a change plan, implementing the
change, and evaluating the results of the change. The nature of planned change also involves a
focus on communication and stakeholder engagement. Leaders and managers must communicate
the need for change to employees, and must engage employees in the change process to ensure
that they are committed to the change and understand their role in its success. the nature of
planned change involves a focus on continuous improvement. Organizations must be willing to
adapt and evolve over time, and must be willing to make ongoing changes to improve their
performance and achieve their goals.

Steps of planned change:

The steps of planned change can vary depending on the specific change model or framework
being used, but generally include the following:

1. Assessment: This involves identifying the need for change and determining the scope and
nature of the change required. This may involve gathering data, conducting analysis, and
engaging stakeholders to understand the current state of the organization and the desired future
state.

2. Planning: This involves developing a detailed plan for implementing the change, including
timelines, resources, and roles and responsibilities. This may involve identifying potential
barriers to change and developing strategies to overcome them.

3. Implementation: This involves executing the change plan, including communicating the
change to stakeholders, providing training and support, and monitoring progress. This may
involve piloting the change in a small area before rolling it out more broadly.
4. Evaluation: This involves assessing the results of the change, including its impact on the
organization and its stakeholders. This may involve collecting data, analyzing results, and
making adjustments to the change plan as needed.

5. Institutionalization: This involves embedding the change into the organization's culture and
systems, to ensure that the change is sustainable over time. This may involve updating policies
and procedures, providing ongoing training and support, and celebrating successes to maintain
momentum.

Throughout the steps of planned change, communication and stakeholder engagement are critical
to ensuring that the change is successful. Leaders and managers must be transparent and open to
feedback, and must engage stakeholders in the change process to ensure that they are committed
to the change and understand their role in its success

Theories of planned change:

1. Lewin's Change Model
2. Action Research Model
3. Positive model

Lewin’s research model:

Lewin's Change Model, also known as the three-step model, is a framework developed by Kurt
Lewin to understand and manage organizational change. It suggests that change involves a
process of unfreezing, changing, and refreezing. Here's a breakdown of each step:

1. Unfreezing: This step involves creating motivation and readiness for change among
individuals or the organization as a whole. It requires breaking down existing mindsets, beliefs,
and behaviors that may be resistant to change. Leaders can accomplish this by communicating
the need for change, creating awareness of the benefits, and addressing any concerns or fears.

2. Changing: Once the individuals or organization have been unfrozen, the next step is to
implement the desired changes. This can involve introducing new structures, processes, systems,
or behaviors. It may also include providing training and necessary resources to facilitate the
transition. This stage aims to create new patterns of thinking and acting that align with the
desired change.

3. Refreezing: The purpose of the final step—refreezing—is to sustain the change you’ve
enacted. The goal is for the people involved to consider this new state as the new status-quo, so
they no longer resist forces that are trying to implement the change. The group norms, activities,
strategies, and processes are transformed per the new state.

Action research model:

The action research model is an approach to effecting organizational change that is rooted in
associate participation. It is a practical method for improving a situation utilizing evidence-based
information in a work setting. The action research approach to organizational change may be
referred to as participatory research because it involves coworkers actively participating in the
process of diagnosing and solving the problem.

Action Research Model Steps

There are five steps to action research:

1. Diagnosing:Group members who are affected by the issue discuss the particulars and
define the problem.
2. Action planning: Alternative paths of action are identified and outlined.
3. Taking action: One of the paths of action is chosen and followed.
4. Evaluating: The outcome of the chosen path is evaluated by the group members.
5. Specifying learning: Group members reveal how the experience of the chosen path of
action can help future issues within the organization.

Positive model:
This model represents an important departure from Lewin’s model and action research process.
Those models are deficit based. They focus on organization’s problems and how they can be
solved so it functions better.

The Positive model focuses on what the organization is doing right and builds off those to
achieve even better results. It promotes broad member involvement in creating a shared vision
about the organization’s positive potential. That shared appreciation provides a powerful and
guiding image of what the organization could be.

Types of planned change:

Developmental change is a type of planned change that involves making incremental
improvements to an existing process or system. This type of change is often driven by the need
to improve efficiency, quality, or productivity.

Transitional change is a type of planned change that involves moving from one state to another.
This type of change is often driven by the need to respond to external factors such as changes in
the market, new regulations, or advances in technology.
Transformational change is a type of planned change that involves making fundamental
changes to an organization's culture, structure, or strategy. This type of change is often driven by
the need to adapt to a rapidly changing business environment, or to respond to a crisis or other
significant event.

Critique of planned change:

Regarding the first critique, planned change can be difficult to predict the outcome of because
there are often many factors that can influence the success or failure of the change. For example,
a change in marketing strategy may be successful in one market, but not in another. Similarly, a
change in organizational structure may be successful in one department, but not in another. This
unpredictability can make it difficult for organizations to plan and execute change effectively.

Regarding the second critique, planned change can be disruptive to an organization because it
often involves changing established processes or systems. This disruption can cause anxiety and
resistance among employees, and can lead to decreased productivity and morale. In some cases,
the disruption caused by planned change can even lead to the failure of the change itself.

Finally, regarding the third critique, some critics argue that planned change can be too focused
on achieving short-term results, at the expense of long-term sustainability. For example, a change
in production processes may result in increased efficiency and lower costs in the short-term, but
may have negative environmental or social impacts in the long-term. This short-term focus can
lead to unintended consequences and may ultimately undermine the success of the change.