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rganization. Apart from internal factors there were external environmental factors that affected the decision of going through change process which included government rules and regulations, fierce competition from large multinationals and national banks. Customer satisfaction was by far the biggest aspect that the company had to dealt with. This is the reason employees were specifically trained in soft skills along with hard skills. The management emphasised greatly on the employees training and development as they consider employee training not as a desirable activity but important factor to implement change successfully. The management ensured that change program should be such a way that should made the employees feel more committed, more confident and more prepared to deal with change as a continuous experience. The change process was implemented after careful planning. Employees were involved in some decision makings and their suggestions were considered important. The company ensured to apply diagnostic approach for monitoring the change process at the micro level with the common aim of improving the organization's effectiveness. The management tried to develop adaptability in the organizational variables so that the employees can better understand learn. In order to do this, management had to introduce work related changes in the organization, which were naturally resisted by the staff. The management had to make great efforts to overcome this resistance. Although the change is still being implemented, the company went through performance appraisal and training evaluation to find out whether they were on the right track. Constant feedback was provided to employees to keep them involved, improve their performance and remove any issue and problem. The change adapted by the company brought many benefits: The training equipped employees with necessary skills to deal with the customers directly. They feel highly motivated and confidant to deal with clients. Their morale increased and they work more effectively. Their coordination and cooperation among themselves improved as well as it affected their communication with managers and customers. Customers have also shown their satisfaction of the steps taken by the company............

Bureaucratic organizations are standardized organisations with standard rules and regulations and normally a tall hierarchy (Dawson, 2008). These are often appropriate in stable environment and for routine tasks. Bureaucratic structures have clear, well-defined, centralized, vertical hierarchies of command, authority, and control. The strengths of bureaucratic organizations consists of organizational behaviour bounded by rules, uniformity of operations despite change in management, division of employees based upon functional specialization, rational allocation of tasks, impersonal orientation, promotion based on technical competence, employment based on merit, proscribed authority-legally defined and specific sphere of competence (Dawson, 2008). Its weaknesses include: lacks empathy, lacks rationality, limited authority, and revolves around persons, inflexible in decision making and most of all its inflexible to change.