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Table of contents:

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Planned change aims to prepare the total organization to adapt
the significant change in the organization’s goals and directions
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This direction can refer to culture,
internal structures, processes, metrics and rewards, or any other related aspects
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He loved his job and was proud of all of his
accomplishments
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The manager took Robert aside and informed him that the
company was having a corporate-wide layoff
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He was in total disbelief! Cheapo Toys' layoff was a
huge change for the organization, and it occurred due to a number of factors
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The planned change by Toy Company results positive
direction toward achieving their goals
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 Types of Planned Change:
There are following three types of planned change:
 Individual change
 Group change
 Organizational change

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Group Change:

A planned change at the group level could take place due to:
 Trade unions
 Inefficient work design
 Lack of communication in the work environment of
organization
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Organizational Change:
Planned organizational change could happen due to:
 Strategic Change
 Structural change
 People centered
 Process oriented

Strategic Change:
Sometimes in the course of normal business operation it is necessary for
management to adjust the firm’s strategy to achieve goals of the company, or even
to change the mission statement of organization in response to demands of external
environment
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Structural Change:

Organizations often find it necessary to redesign the structure of the company due
to influences from the external environment
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Process Oriented:
Organization may need to redesign processes to achieve optimum workflow and
productivity
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People Centered:
This type of change alters the attitudes, behaviors, skills or performance of
employees in the company
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 Criticisms to Planned change:
Critics of organizational dynamics have pointed out several problems with the way
planned change has been conceptualized and practiced
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Lewin’s change model
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Lewin viewed change process as consisting of the following three steps:

1 Unfreezing
2 Moving
3 Refreezing
o Unfreezing
This step usually involves reducing the forces and maintaining the organization’s
behavior at its present level
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o Refreezing
This step stabilizes the organization at a new state of equilibrium
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Action Research Model

Problem identification

Consultation with a behavioral
science expert

Data Gathering

Feedback to key client

Joint diagnosis of problem

Joint action
planning
Action

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Data gathering
after action

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The practitioner has his own developmental theory which he shares with the
clients
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Data Gathering and Preliminary Diagnosis:
It involves gathering appropriate information and analyzing it to determine the
causes of organizational problems
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 Conclusion
Theories of planned change describe the activities necessary to modify strategies,
structures and processes to increase an organization’s effectiveness
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