ABSTRACT
The expansion of the field of organizational change has led to a large amount of concepts, labels and models. There are writings on the content such as structure, culture and strategy, the process whereby change is accomplished, the various internal and external forces that presumably trigger, accelerate and obstruct change, the scope and magnitude of change, implementation problems, etc. In the last fifteen years there has been a barrage of three-letter-acronym improvement programmes, such as BPR (Business Process Re-engineering), BSC (Balanced Score Card), JIT (Just-In-Time) and TQM (Total Quality Management), and various models of organizational cultural change, organizational learning and leadership. It is interesting to note that while we see more and more models of how to accomplish organizational change effectively studies also show that a majority of change programmes score high in failure rates.
