ABSTRACT
The last chapter outlined the desirable features of a useful theoretical approach to the analysis of change. This chapter, and the chapter which follows will attempt to explore the next layer of our multi-level conceptual modelling and so, will examine a variety of theoretical frameworks by analysing four basic theoretical approaches used in the study of organizations. This chapter will, concentrate on the unitarist and pluralist frames of reference, while for ease of exposition, the discussion of the radical and Marxist frames of reference is postponed to the following chapter. Recognizing the fact that organizations are peopled by individuals and groups who bring their own knowledge, skills, drives and orientations to bear on their work experiences, this chapter will attempt to explain the need for caution and reflection when studying organizations. Following the example set by Levi (above) this chapter will not seek to proffer a theoretical model of change. Nor can it claim to offer the model of/for change. Instead this chapter and the chapter which follows, will explore a range of models of/for change and will attempt to explore the strengths and weaknesses of each. In this respect we may contrast this chapter with the work of Burnes, who in the introduction to the first edition of his text, Managing Change (1992), states that the:
primary aim of [this] book is to give students and practising managers a clear view of the theory and practice of managing change in order to equip them with this ability [to plan and manage change].
