ABSTRACT
The final section of this book concentrates on change and development in the organisation at both the partial and total levels, spotlighting strategies intended to maintain or improve the organisation's viability in its environment. Change and development can occur in many different forms or guises. Change can be externally initiated, touched off by alterations in the organisation's environment such as shifts in market patterns and the elaboration of new technologies. Development may be conceived as organisational change internally initiated by management, in the form of deliberate attempts to improve the organisation's utilisation of its human potentialities. Management's attempts to develop the organisation may be made with or without the collaboration of external consultants. Change and development strategies may be based on altering the organisation's human, social, technical, leadership, or structural inputs in some or other combination, by some or other method. For this reason study of cases and concepts centred on change and development should most appropriately be preceded by study of the various system inputs.
