By: Summaya Phulpoto

2. CHANGE PROPOSAL FOR
SHAH ABDUL LATIF UNIVERSITY
KHAIRPUR MIR’S
Summaya Phulpoto (Business Coach)
Ali Muhammad Khaskheli (OD Consultant)

3. SHAH ABDUL LATIF UNIVERSITY KHAIRPUR MIR’S

4. Merit - Morality - Innovation
SHAH ABDUL LATIF UNIVERSITY KHAIRPUR MIR’S

5. PROFILE
 Shah Abdul Latif University, is a public research university located in rural Khairpur of
Sindh, Pakistan.
 It was first established in 1976 as a branch of Sindh University Jamshoro.
 Later in 1986 it started operating as a full-fledged & independent university.
 The university also maintains teaching campuses in Shikarpur, Shahdadkot & Ghotki.
 The university offers undergraduate, post-graduate and doctorate programs in various
academic disciplines.
 Almost 7000 students currently enrolled in the university.
 It ranks 119th in Pakistan and 9607th in the world.

6. VISION
 To develop human resource capabilities of rural Sindh to meet
national development needs through quality teaching
learning and research.
 Youth Empowerment is one of the main objectives of the
University.

7. MISSION
 Providing affordable and accessible quality Under-graduate. Graduate and post-Graduate
degree Programs.
 Important learner-centered teaching through qualified faculty using modern teaching aids
and methodologies.
 Creating and promoting quality research environment, provide consulting facilities to
Industrial/Business and services sector with a realization of needs of community and
national responsibility towards economic growth and welfare.
 Building national character and put focus on production of quality graduates to contribute
in the economic, industrial and social development of the country.
 Promoting a campus environment that welcomes, honors men and women, and values
intellectual curiosity, pursuit of knowledge and academic freedom and integrity.

8. CORE VALUES
Dedication
Inclusion
Creativity
Integrity
Collaboration

9. WHY CHANGE IS IMPORTANT?
1. Change has become a rapid and widespread phenomenon in all
types of organization.
2. Lack of departments
3. Lack of technology
4. To provide basic facilities
5. Centralized system
6. Employees’ competency
7. Image of the organization

10. Implementation
Of Change
Organizational
Change
Leadership
Knowledge
Sharing
Employee
Involvement In
Change
3. Refreezing 1. Unfreezing
2. Change Process
KURT LEWIN CHANGE MODEL

11. KURT LEWIN CHANGE MODEL
1. Examine the internal and external forces
(Employees’ lobbies, Politics).
2. Create guilt among employees for their wrong deeds
(Corruption).
3. Make them uncomfortable with current system
(you can not be promoted).
4. Involve them in your cause.
1. Reinforce the change
2. Keep them on the track
3. Reward them for their best output
Changing
1. Implement the change
(No matter if you become rigid in this regard)
2. Knowledge sharing
3. Employees training
Refreezing
Unfreezing

12. HOW ORGANIZATIONAL CULTURES CAN BE
FORMED IN SALU
Philosophy Of
Organization’s
Head
Selection
Criteria
Socialization
Top
Management
Organization
Culture

13. Individual’s preferences for certain
organizations are based on an
inherent estimate of similarity with
their personal characteristics.
The recruitment and hiring of
people with the attributes the
organization desires.
Individuals who do not fit with
organization voluntarily or
involuntarily leave.
THE ATTRACTION - SELECTION - ATTRITION
THEORY (1987)

14. THEMES
Change Merit

15. CONCLUSION
It all leads to one conclusion. Change is never done
alone. It takes the interactivity of every aspect of an
organization (leaders, individual contributors, tools) to
make change management successful.