ORGANIZATIONAL DEVELOPMENT AND CHANGE

CHAPTER #1: INTRODUCTION

1.1 INTRODUCTION TO THE ORGANIZATION:
1.1.1 ARCHROMA PAKISTAN LIMITED:
Archroma is a global color and specialty
chemicals company committed to innovation,
world-class quality standards, high service levels, cost-efficiency and sustainability. Archroma
is headquartered in Reinach near Basel, Switzerland, and operates with approximately 3000
employees over 35 countries. Through its three businesses: Textile Specialties, Paper Solutions
and Emulsion Products, Archroma delivers specialized performance and color solutions to meet
customer needs in their local markets. Archroma helps people fulfill their desire for products
that appeal to their emotions and senses for a greater life experience, by developing beautyand performance-improving technologies applied to everyday products. Products enhanced,
colors enhanced, performance enhanced Life enhanced. A company favorably positioned in
multi-billion-dollar end markets with exciting challenges and opportunities.
1.1.2 HISTORY:
Archroma Pakistan Ltd (Formerly Clariant Pakistan Ltd) was incorporated in 1996 as a result of
the de-merger of the chemical division of former Sandoz (Pakistan) Limited and is listed on the
Karachi Stock Exchange. It has manufacturing facilities in Jamshoro, Karachi and Lahore.
Besides manufacturing, the company also acts as indenting agents for the parent company and
affiliates.
1.1.1 BUSINESSES:
a) Textile Specialties:
From fiber to finish, Archroma's Textile Specialties Business plays a
key role throughout the entire textile supply chain, with special
chemicals for pretreatment, dyeing, printing and finishing of textiles.

ORGANIZATIONAL DEVELOPMENT AND CHANGE

b) Paper Solutions:
Archroma's Paper Solutions Business provides expertise in the management of whiteness,
coloration, special coatings and strength for all kind of papers. By
combining their focused product range with the application services of
their paper experts around the globe, we enhance both the optical and
functional properties of paper.
c) Emulsion Products:
From paints, adhesives and construction to the textile, leather and paper
industries, Archromas Emulsion Products Business provides solutions for a
wide range of applications. Literally thousands of satisfied customers have
been witness to the outstanding success of Archromas Mowilith emulsions
since its first patent was obtained in 1912.
1.1.2 VISION, MISSION AND PROPOSITION:
a)

Vision:

We are passionate to deliver leading and innovative solutions, enhancing peoples lives and
respecting our planet.
b)

Mission:

We are growing business by leveraging local entrepreneurship and our global organization in
a collaborative way. We enable our customers to win in their market, we push limits to
outperform and we never give up!
c)

Proposition:

We deliver specialized performance and color solutions to meet customers needs in their local
markets and achieve a fair value for our shareholders and stakeholders in return.

ORGANIZATIONAL DEVELOPMENT AND CHANGE

1.1.3 SAFETY HEALTH AND ENVIRONMENT (SHE):

One of Archromas most important objectives is the safety of its worldwide activities and the
protection of people and environment. We set protection goals which are valid throughout the
entire group and monitor and evaluate all aspects of our activities.
1.1.4 PROFITIBILTY:
Archroma is focusing on winning new business and increasing market share. During the year,
the companys gross turnover remains Rs.10.6 billion. The companys gross profit for the year
2013 stood at Rs.2.6 million. They hold the market share about Rs.
9,167.43. The profit after tax also propped up to 1.9 billion which
increased their earning per share from Rs.34.8 to Rs.55.8. Companys
share during the year was quoted at its highest of Rs.389.25 and lowest at
Rs.213.40 on the Karachi Stock Exchange Ready Board Quotations.
1.1.5 INTERNAL AND EXTERNAL CHALLENGES:
Archromas internal challenge is their staff, equipments, labors and their safety and their
trainings regarding modern machineries or plants. The efficient use of resources, like energy,
raw material etc is also an internal challenge to manage it effectively. Managing costs, or cost
cutting is also a big internal challenge. Environmental safety or safety of Society is the external
challenge for Archroma, and for the safety of society they set up a new plant in their
organization called Sustainable Effluent Treatment Plant at Jamshoro site which is based on
the idea of Zero Liquid Discharge, so that safety can be maintained by reducing the disposal
of waste or poisonous water.
Another biggest external challenge for Archroma is the competition within the industry.
Increasing competition may lead them to focus on their business strategies and innovations in
their business. Government interventions in the business may also considered as an external
challenge which sometimes becomes a constraint for the business growth.

ORGANIZATIONAL DEVELOPMENT AND CHANGE

1.2 INTRODUCTION TO ORGANIZATIONAL DEVELOPMENT (OD):

Organization Development is a practice to help organizations build the capacity to change and
achieve greater effectiveness. Organization development (OD) is a professional discipline with
focus on improving and enhancing capabilities within organizations to meet strategic and
tactical goals. That focus is directed at the performance of people:
individuals, groups and teams distinct from capital or other
assets at the disposal of the organization.
Organizational development is the use of organizational
resources to improve efficiency and expand productivity. It can
be used to solve problems within the organization or as a way to
analyze a process and find a more efficient way of doing it. Implementing organizational
development requires an investment of time and money. But when you understand its
importance, you can justify the costs.
1.2.1 IMPORTANCE OF ORGANIZATIONAL CHANGE:
The process of organizational development identifies areas of company operations where
change is needed. Each need is analyzed, and the potential effects are projected into a change
management plan. The plan outlines the specific ways in which the change will improve
company operations. Who will be affected by the change and how it can be rolled out
efficiently to employees? Without organizational development as part of change management,
a company would have a difficult time developing effective change management programs.
The world is growing faster and faster. Competitive pressures are becoming more and more
demanding. Rapid technological change and the globalizing economy both confuse us and
open new doors. In the midst of this, employees seek more satisfaction and meaning from their
work lives. Whether the organizations are private, public or non-profit they must adapt to this
new world if they are to survive and thrive. OD helps organizations in facing all these
challenges and in making their strategies up-to-date.

ORGANIZATIONAL DEVELOPMENT AND CHANGE

If we come towards Archroma then it is an organization that is adopting change from its
beginning or formation. From Sandoz to Archroma it is continuously implementing change in
their strategies, their values, and their culture everything. In the beginning it was European
company but now it is as American based company. So, the culture has been changed,
management has been changed and their aims and objectives have also been changed as. Now
they have their own values. After acquisition they are dealing in 3 business units out of 11
business units, they have demerged the product line. Archroma is basically inherited from
Sandoz chemicals and pharmaceutical company; in the mean time they also acquired different
companies. After acquisition they also enhanced their portfolio and to bring effectiveness in the
business processes, they bring change.
1.2.2 OD FUNCTION IN THE ORGANIZATION:
It is not important that every organization has an OD department but
they would have OD function. Like, Archroma has the OD functions,
which is managed by HR manager and reported to the top
management. Development or change is implementing in Archroma
since its formation, like demergers, mergers and acquisitions, or
implementing new plants, new tactics, new strategies, and new
objectives. These changes come from top to down in Archroma.
1.2.3 ACTIVITIES OD IN ENGAGED IN:
OD is engaged mainly in the Human Resource development. For example, they think that their
workers should be stay safe and healthy. They must know a little bit English language and key
financial terms for which they had hired external trainees
to train and teach them. In addition to this, they have
developmental changes in the SET plant (situated in
Jamshoro) in order to prevent the environment from
poisonous water that was draining out before the plant
implementation.

ORGANIZATIONAL DEVELOPMENT AND CHANGE

1.2.4 PERFORMANCE MEASUREMENT METHODS:

Archroma has also changed their performance measurement methods. They
change their KPIs according to the market situation. For example, they were
used to give sales target in percentages like 30% sales are required but now
they give sales target in absolute dollar amount like company requires
$200,000 sales.
1.2.5 TOOLS TO CALCULATE ROI:
They calculate ROI on the basis of Payback period, Net Present
Value and cost and benefit analysis. They evaluate the negative
and positive aspects of the investments before dealing in it. While
all these decisions are taken by the board of directors.

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CHAPTER #2: STRATEGIES:

2.1 EMPOWERMENT AND ENCOURAGEMENT:
Empowerment has been described as a means to enable employees to make decisions.
Empowering employees leads to positive results for employees, their managers, and their
organizations. Business leaders and human resources professionals generally agree that
empowered employees exhibit a higher degree of loyalty, commitment, and productivity while
encouragement is important to align the employees with the strategies that are made by the
organization.
Archroma has around 450 employees allover in Pakistan. During the change process, it is very
critical job to align them with the organizational strategies for
implementing change. Thus, Archroma needs to empower them
and encourage them for achieving the organizational objectives.
Archroma gives them certain authorities to certain levels in order
to make them feel that they are valuable for the organization.
Through trainings and appraisals, they motivate and encourage
their employees which lead them to precede the change process.
If we talk about the OD consultants, they are provided with the empowerment too but at
certain level. Top management declares certain boundaries within which they can make
decisions for the organizational interest.
2.2 MODELS, METHODS AND TOOLS:
There are many pre-defined models of planned change like Kuznets model, Lewins model,
Action-research model, Positive model, Ulrichs model etc. By using these models, it becomes
easier to implement the change effectively. These models determine the steps of implementing
planned change. Therefore, it becomes easier to implement change by following these steps.
In Archroma Pakistan Limited, consultants do not follow any rigid model for implementing the
change. According to them, it is difficult to follow the exact model and sometimes it becomes a

ORGANIZATIONAL DEVELOPMENT AND CHANGE

lengthy and time consumed process. Therefore, they just follow the Lewins model which has
three general steps of unfreezing, moving and refreezing.
Firstly, they diagnose the problem and try to change the mind sets of internal stakeholders by
motivating them and negotiating with them, and make them ready for the change in the
unfreezing phase. Then, they try t intervene the change initiatives in the movement phase. And
then they put efforts to institutionalize the change initiatives in business processes and to
sustain the change by evaluating the new behaviors.

CHAPTER # 3: CHANGE
3.1 LEADER:
Leader is the person who leads and manages the change process in the organization. Therefore,
Archroma makes a committee internally for each change implementation project in which CEO
decides that who will be the leader. Mostly, HR Head or HR manager becomes a leader for
implementing change and they report to the CEO about the change process.
3.2 COMMUNICATION CHANNEL:
Communication channel plays a very important role for implementing effective change.
Communication channel is a medium by which a change leader
can communicate the objectives and goals to the employees that
are important to achieve for change implementation. Through
communication, leader or manager can change the mind set of
employees. Ineffective way of communication may become a
restraint for organizational development.
Archroma knows that how much it is important to convey the organizational objectives to
employees. Therefore, top management organizes meetings with the employees to discuss the
vision and objectives of the organization because physical meetings are the most appropriate
way of communicating with employees during the change process.

ORGANIZATIONAL DEVELOPMENT AND CHANGE

3.3 ETHICAL ISSUES IN OD PRACTICES:

Ethical issues in OD are concerned with how practitioners perform their helping relationship
with organizational members.
Sometimes OD consultants give priority to their personal benefits
rather than to organizational benefits which lead them to do
unethical activities during the change process.
In Archroma, sometimes ethical dilemmas occur during the change
process. It does mostly occur due to the values and goal conflict between the top management
and the consultant team. Both have different views related to the change initiatives and goals.
But all differences are clarified in the phase of entering and contracting.
3.4 READINESS FOR CHANGE:
Before entering the intervention phase of the planned change, it is important to create a
psychological contact with the employees to motivate them
for the change and to make them ready for the change.
Similarly, Archroma also knows that how much it is
important to ready the employees before implementing
change initiatives within the organization. Therefore, they
always try to provide them ease in the business operations and also provide them authority at
certain level to make decisions for the interest of the organization. They also ensure the
availability of all resources that are required for implementing and sustaining the planned
change.
3.5 SUCCESSFUL CHANGE MANAGEMENT PROJECTS:
Archroma Pakistan Limited has implemented many successful change management projects
from the beginning. The recent projects that they have managed effectively are:

ORGANIZATIONAL DEVELOPMENT AND CHANGE

1) The Strategic interventions and changes in the organizational culture right after the
acquisition of Clariant Pakistan. They have successfully implemented a new culture that
will be discussed later (Heading 8.3, chapter #8: interventions).
2) They have built a SET (Sustainable Effluent Treatment)
plant in Jamshoro in order to promote their social
responsibility that they are fulfilling by preventing the
society from poisonous water that is draining out by the
manufacturing plant.
3) They have made different changes in measuring the
organizational performance; changes in KPIs. They used
to apply percentages in financial terms like targets, markup, margins etc and now they
use absolute dollar values.
3.6 MANAGING SUSTAINABILITY OF CHANGE:
For sustaining the implemented change in the
organization, it is important t understand how the
company and employees manage change within its
operations, processes and culture.
Therefore, in Archroma, managers evaluate the employees behaviors and performance
through the key performance indicators (KPI) in the business processes. After evaluating the
behavior change, they identify the barriers and takeout solutions to overcome them. Then they
set the company on a path toward sustainability that last for the long term.

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ORGANIZATIONAL DEVELOPMENT AND CHANGE

CHAPTER #4: CONTRIBUTON OF ORGANIZATIONAL

DEVELOPMENT:
4.1 EMPLOYEES ENGAGEMENT AND EMPLOYEES SATISFACTION:
Employee engagement is a workplace approach designed to ensure that
employees are committed to their organizations goals and values,
motivated to contribute to organizational success, and are able at the
same time to enhance their own sense of well-being.
This is about how we create the conditions in which employees offer more of their capability
and potential.
By David Macleod
While Employee satisfaction or job satisfaction is, quite simply, how content or satisfied
employees are with their jobs. Organizational development creates a work environment that
encourages employees to give quality response to customer needs or enhance employee
satisfaction.
In Archroma, employees engagement is an internal challenge for which they are required to
appraise the employees performance every year or twice a year.
It is important to bring job satisfaction in employees in order to engage them in business
objectives and goals. Therefore, Archroma Pakistan does not let its
employees to get bored and dissatisfied by the jobs. They appraise
their employees performance and arrange meetings with the low
performers in order to know the reason behind their bad
performance. After evaluating their problems, managers tend to do
Job rotation, job specialization, job enrichment and job
enlargements through which employees get engaged with the
organization.

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ORGANIZATIONAL DEVELOPMENT AND CHANGE

They also make change in reward systems and compensation system when needed in order to
enhance job satisfaction in employees. In this sense, OD plays very important role in the
employees engagement with the organization.
4.2 OD CONTRIBUTION IN BUSINESS GROWTH:
Organizational Development refers to the process of developing the set of organizational
capabilities that are required by an enterprise as it increases in size and complexity. If done
well a business enterprise will thrive and prosper. If done
inadequately, the organization will suffer.
Sometimes problems are bigger and those problems indirectly
affects the organization processes and so the business growth.
Same in the case of Archroma which acquired the Clariant,
definitely required strategic and cultural changes in the organization in order to grow the
business.
In the past time, they have demerged the product line in different business units that are
pharmaceuticals, catalysts and chemicals for making the operations more effective in each
business unit. Therefore, OD has very important role in the business growth.

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ORGANIZATIONAL DEVELOPMENT AND CHANGE

CHAPTER #5: ORGANIZATIONAL DEVELOPMENT CONSULTANT

5.1 ROLE OF OD CONSULTANT:
Consulting with departments to improve effectiveness; specifically, assessing exact needs,
developing and implementing strategic planned change efforts to link goals, skills and
processes to the overall mission, vision and strategy .
In Archroma the role of an OD consultant is to help the company develop a strategy or
strategies for success. This can encompass a variety of tasks but will include an analysis of the
company standing in terms of finance, direction, and problems.
From the analysis a consultant makes recommendations for steps to take. They consultant will
then help the company implement these steps, should they seek to follow the advice of the
consultant. The exact process and steps taken will vary by company, consultant, and other
factors.
5.2 TYPES OF CONSULTANTS:
There are two types of consultants, internal consultant and external
consultant.
a. INTERNAL CONSULTANT:
A person who is hired internally for consulting in the organizational
development is called internal consultant.
Archroma mainly hires the OD consultant within the organization who knows about the
organization culture and problems and who have the competencies that are required for
implementing change.
b. EXTERNAL CONSULTANT:
Someone who is employed externally (either by a firm or some other
agency) whose expertise is provided on a temporary basis, usually for

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a fee.
In Archroma, external consultants are hired by the PIMS Associates and ICIP Consulting
companies only in the diagnosis phase of planned change.
5.3 REQUIRED COMPETENCIES IN OD PRACTITIONER:
A competency is the capability to apply or use a set of related knowledge, skills, and abilities
required to successfully perform "critical work functions" or tasks in a defined work setting.
Competencies that are required in an OD consultant are as
follows:
OD consultant must have:
diagnostic ability,
basic

knowledge

problem-solving ability
of

behavioral

ability to perform self-assessment

science techniques,

ability to see things objectively

empathy

imaginative skills

knowledge of the theories and

flexibility

methods within the consultants

honesty

own discipline

consistency, and

goal-setting ability

trust

5.4 COMPETENT AND PRODUCTIVE CONSULTANT:

According to Archroma, internal consultant is more competent and productive to bring change
effectively in an organization because they have strong relationship with clients, know the
language of the organization, and have insights about the root cause of many of its problems.
This allows internal consultants to save time in identifying the organizations culture, informal
practices and sources of power. They have access to a variety of information, including rumors,
company reports, and direct observations.

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CHAPTER #6: ENTERING and contracting

An OD process generally starts when a member of an organization or unit contacts an OD
practitioner about potential help in addressing an organizational issue. The organization
member may be a manager, staff specialist, or some
other key participant; the practitioner may be an OD
professional from inside or outside of the organization.
Entering and contracting are the initial steps in the OD
process. They involve defining in a preliminary manner
the organizations problems or opportunities for
development and establishing a collaborative relationship between the OD practitioner rand
members of the client system about how to work on those issues. Entering and contracting set
the initial parameters for carrying out the subsequent phases of OD diagnosing the
organization, planning and implementing changes, and evaluating and institutionalizing them.
In this initial step of entering, Archroma Pakistan defines the organizational problem for
development. OD practitioner first of all clarify the issue, he states the problem first.
6.1 A LONG PROCESS:
OD relationship is a lengthy and time consuming process but as Archroma uses internal OD
consultants so it is not that much time consuming for them. They dont face any other
interpersonal issues so much in entering and contracting because they mostly use internal
consultants which make every step much easier then external consultant. They mostly use
external consultants for only the diagnosis phase.

CHAPTER #7: DATA COLLECTION AND DIAGNOSIS

Entering processes can result in a need to understand either a whole system or some part of the
organization. To diagnose the organization, OD practitioner or organization members need to
have an idea about what information to collect and analyze.

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ORGANIZATIONAL DEVELOPMENT AND CHANGE

Diagnosis is a systematic approach to understanding and describing the present state of the
organization. Diagnosis is a process involving gathering data, identification of problem areas,
and potential action program.
7.1 DATA COLLETION METHODS:
In diagnosis there are different methods to collect data that are used by the Archroma Pakistan
Limited:

Interviews: Is one of the most widely using methods of gathering data, It is direct,
personal and flexible. In Archroma, interviews are taken by the employees in order to
understand the problem and the cause of that particular problem.

Questionnaire: one of the most efficient ways to collect data because they contain fixed
response queries about various features of an organization. Archroma designs the
questionnaire as well to gather data from different departments. It becomes easier to
gather the data from different departments.

Observation: one of the direct ways of collecting data is simply to observe

organizational behaviors in their functional settings. Archroma mostly use this method
for diagnosing the organization when there is a issue related to human resource or
development.

Secondary source: Organizational and industry data that is already available in the
company databases. Archroma has the ERP system and different databases which has
made their data collection process much easier.

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7.2 DATA ANALYSIS TECHNIQUES:

For data analysis there are two techniques:

Qualitative: Generally are easy to use because they do not rely on numerical data.

Quantitative: Can provide more accurate reading of the organizational problem.

Archroma uses both quantitative and qualitative techniques for data analysis depends on the
problem. Sometimes qualitative technique is required, and sometimes quantitative analysis is
required.
7.3 CONSULTANTS FOR DIAGNOSIS:
Archroma involved internal and external consultants in diagnosis, Archroma use all types of
methods of data collection for diagnosis but it depends on the change initiatives and problem as
well. They engage external consultants for diagnosing the organization along with the internal
consultants.
They hire external OD consultants from ICIL and PIMS Associates, the
Strategic Planning Institute. ICIL and PIMS are business consulting
companies specializing in business training.

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CHAPTER #8: INTERVENTIONS

8.1 DESIGNING OD INTERVENTION:
The term Intervention refers to a set of sequenced, planned actions or events intended to help
an organization to increase its effectiveness. Interventions purposely disrupt the
status quo; they are deliberate attempts to change an organization or sub-unit toward a
different and more effective state.
OD intervention design requires careful attention on the needs and dynamics of the change
situation. OD intervention is highly dependent on the skills and knowledge of the change agent
too. Therefore, Archroma selects the OD practitioner by keep it in mind that agent must have
the competencies related to the change situation and to the target of change as well.
In Archroma, practitioner ensure the readiness for change in the organization and go through
the capabilities that are required for the change implementation like knowledge, resources and
experience that will require after implementing change. Then, he evaluates the culture and
environment of the organization and finally boosts up others for change through his
capabilities and skills.
8.2 EVALUATION OF INTERVENTION RESULTS:
Assessing organizations interventions involves judgments about whether an intervention has
been implemented as intended and, if so, whether it is having desired results.
Once the intervention is implemented, it should be evaluated to discover whether it is
producing the intended effects.
In the evaluation phase, consultants measure the immediate effects after intervention
implementation.
In Archroma, when they build the SET plant, they test the draining water and prepared a
report.

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When they implemented the strategic intervention, they evaluate the performance of staff and
labors business processes as well to measure the effects on leadership, and business strategies.
8.3 SUCCESSFULL INTERVENTION:
According to Archroma, OD is an ongoing process. At the time of acquisition, strategic
interventions were applied by the consultants. These interventions
transform the way the organization relates to its environment.
In the strategic change, they changed the cultural context. They have
changed their priorities like they used to work on ESHA
(Environment, Safety and Health Affairs) but now they are working
on SHE that is safety, health and environment. So they have changed
the priorities.
In addition to this, they have changed the work design, structure, and human resource
practices as well.
8.4 RECOMMENDED INTERVENTIONS:
It depends on the situation or problem for which we need to implement change. Sometimes we
need to implement human resource management intervention, Sometimes Techno structural
interventions are required and sometimes strategic interventions are required as the last time.

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CHAPTER #9: EVALUATION

9.1 THE IMPACT OF CHANGE:
Archroma evaluates the impact after change in many ways:

The organization evaluates the cause and effect relationship. They define it and check
that the aim is completed. They examine the outcomes effectiveness and success.

They observe the changes in peoples attitude towards change in organization.

They observe the changes in peoples awareness and support for interventions and
policy or efforts.

They focus on changes in formal and informal policies and their effectiveness.

Organization compares the performance of employees before and after they implement
the change to see if they have made improvements.

The organization also evaluates the differences between current sales and profit to the
previous sales and profit. They observe that what benefits they are getting due to the
change and how effectively their organization is working now.

9.2 CURRENT CULTURE OF THE ORGANIZATION:

Archroma supports and collaborates with many environmental organizations and initiatives; it
has a strong organizational culture. There is no discrimination for employees. All employees
are equal and important assets for organization.
They promote decentralization in the organization as they give authorities to take decisions at
certain levels. They have formal culture because they have different business units at different
regions across the boundaries. But they promote innovations in the organization; they
empower their employees and engage them in the business goals. But culture of an
organization evolves with the passage of time specially after implementing change.

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ORGANIZATIONAL DEVELOPMENT AND CHANGE

9.3 FLEXIBILITY IN ORGANIZATIONAL CULTURE:

Organization is doing their best efforts to provide best working environment to their employees
and best service to their customers. Archroma believes in diversification because when
different people work together they can generate more ideas and thoughts and can explore
new things. Therefore, Archromas culture is flexible.

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CHAPTER#10: CONCLUSION AND RECOMMENDATIONS:

CONCLUSION:
In the end of this report, we want to conclude that this was an amazing experience and survey
project that have been given to us by SIR SAAD. We are thankful to him for giving us this
opportunity to gain knowledge and experience about Organizational Development and change,
that how OD is applying in organizations and what challenges they have to face while
applying change.
We did survey in Archroma Pakistan Ltd. and we get a lot of knowledge about change because
this is an organization that is facing change since its formation, since its beginning. From
Sandoz to Archroma they are continuously changing their strategies, their priorities, their aims
& objectives, their values, their culture and it is really appreciating that how their employees,
their staff is amazingly accepting and managing change. In spite of facing so many challenges
they cope up with it and manage change to bring effectiveness in the organization.
We also learned that how they manage their staff or human resource and what they do for
their staff to make them productive and happy so that it helps them in managing change. Also
they give different trainings when needed, if any new machinery or if they set up new plant.
These all decisions are taken by HR department in this organization. Their main focus is safety
of their staff, their labors, safety of society for which they also set up a new plant. They bring
many changes time to time in their organization when needed and to bring effectiveness.
In the whole report we have discussed all the information that we have gained from that
organization related to OD and explained everything in detail. We have tried our best to cover
every topic and tried to gain knowledge from all aspects of OD.
In the end we also want to conclude that OD or change is very important to bring effectiveness
and for the modernization of organizations so that organizations can cope up with new
challenges and also can make their strategies up-to-date.

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RECOMMENDATIONS:
These are some recommendations related to Archroma and also for other organizations that
what they should do to make their organizations more effective.
As the main theme of Archroma is SHE (Safety, Health & Environment), so by relating
this they should do more CSR activities for the safety of environment or for the sake of
health of the society.
Archroma has OD function in their organization, but not OD department. They should
make OD department in their organization to work properly.
When needed, Archroma should also hire external consultants so that they come up
with new ideas which bring innovation and new experiences to handle any problem or
to manage change in the organization.
They should give their staff different trainings for the enhancement of their skills &
knowledge.
Organizations can be only well managed by a responsible and effective HR department
and management so organizations should work on these areas or departments.
Organizations should apply different communication channels as well to manage
resistance and should only intervene or apply change effectively.
Human Resource is an asset for any organization, so organizations should mainly focus
on their satisfaction, on their improvements so that they become loyal to their work and
organization, not on only the safety and health concerns.

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REFERENCES:
Organization:
Archroma Pakistan Limited
Interviewee:
Altaf Jamal Khan, Manager Reporting and Controlling
Course book:
Organization Development and Change by Thomas G. Cummings Christopher G.
Worley (8th edition)
Websites:
http://www.textiles.archroma.com
http://www.paktechsearch.com
http://www.wikianswers.com
http://www.change-management.com
http://www.engageforsuccess.org
http://www.cssp.org
http://management.about.com
http://www.cvent.com
http://www.iisd.org
http://hrweb.mit.edu
http://www.mhn.com/content/organizational-development
http://www.moneyhub.net/scripts/cgiip.wsc/globalone/htm/quote_and_news.r?pisharety
pe-id=34475
http://www.archroma.com.pk/wp-content/uploads/2014/03/Annual2013.pdf

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