ABSTRACT
During the 1986/87 Session, Riversdale Open Technology Centre (ROTeC) attracted support from a number of public and private sector organizations and the College received a number of commendations from clients for the quality of ROTeC’s services. In the Financial Year 1986/87 the College operated on the basis of separate budgets from the former Riversdale College and the Childwall Hall College. By the end of the 1986/87 Academic Session, management was able to feel it had helped to establish the new College and to introduce into its own conceptual thinking certain theoretical principles which it believed to be wholly appropriate to, and equitable for, the development and diversification of the College. Between desired cultural norms and values and actual norms and values impartial observation indicated that a culture gap had emerged. The development of South Mersey College was perceived as intrinsically a process of planning and managing change.
