ABSTRACT
Organizational effectiveness and efficiency does not develop in a vacuum. When the agency determines that the time is propitious for the installation of strategic functions, it becomes necessary to formulate activity patterns so that strategic management and the enhancement of managerial capabilities to initiate strategic functions can occur. To implement innovation in the provision of recreational services the agency is required to maintain its current posture while repositioning itself to pursue the kind of organizational change necessary for maximum effectiveness and optimal efficiency. The need to accommodate an organization’s design to meet current and
future challenges is ongoing in a dynamic agency. The administrator responsible for the process can expect a degree of resistance from those affected by the changes, regardless of how minor they may be. This can be attributed to the general fear of the unknown and the vested interests of some stakeholders in the status quo.1 The following discussion concerns organizational designs currently being employed to effect various modifications that are prevalent in this sphere of operations.
