ABSTRACT
This chapter presents some frameworks for conceptualizing the functioning of organizations and to suggest some roles within which one may successfully act as an agent of change. All organizations concerned with social control or change, particularly because they are usually paid for and commissioned by governments in some form or other, have to develop their own closed idea of themselves. Bitterness or rebellion, whilst weak leadership is often associated with low productivity, chaotic organization, and low efficiency. Highly authoritarian structures, coupled with high levels of ambiguity, lead to maximum stress in the members of an organization. Larger organizations commonly employ dual reporting structures. Organizational consultancy often tends to promote the converse- namely, to increase the participation of senior management, by pushing conflict "upwards" and by increasing the focus on, and definition of, the formal hierarchy.
