ABSTRACT
Management gurus forecast dramatic changes in the goals and structures of private and public organizations in the United States (Block, 1993; Drucker, 1991; Hammer and Champy, 1993; Peters, 1992). In the private sector, changes are predicted as a result of increased competition in the global marketplace. These changes are likely to focus more attention on customer needs and, in turn, lead to changes in organizational structure and practices (Peters, 1992). In the public sector, tighter budgets and a deteriorating infrastructure promise to increase pressure on government to be more responsive to citizen needs and more efficient in spending tax dollars (Osborne and Gaebler, 1992). As a result of these trends, more effective methodologies for organizational culture change will be needed to permit alteration of large-scale practices and to facilitate rapid response to threats to survival.
