ABSTRACT
Models of the change process abound in social sciences literature. Both the model and the process need to be consistent with the theoretical and strategic position: the standpoint adopted is that the foundation of change management is organisation development based on some theories. The chapter presents the case study of The Staff Development and Appraisal Scheme (SDAS), and Slash and Burn Librarianship. Carr et al in an exposition of Coopers & Lybrand's approach to change management, advocate a four-step process establish a sound theoretical framework for the change and ensure that aims are shared and personnel are involved and committed. This is achieved through the stages of: assessment, planning, implementation, and renewal. The procedures in the model can be influenced by a number of external influences which are brought to bear on the change process: the organisational environment, the service culture, the organisation structure, and the preferred management style.
