ABSTRACT
This chapter explores the key concepts used to describe the content and process of organisational change, and the process by which change occurs. It describes and applies planned and emergent approaches to the management of change. The chapter explains the reasons for resistance to change and managerial strategies for gaining support. Change seems to have become a permanent feature of the public sector landscape in Australia, with the attendant need for managers to operate within a more politicised and turbulent environment. If change is part of the permanent public sector landscape, it is also clear that it impacts differently on different parts of the public sector. Radical or corporate transformations tend to receive more attention than other change situations due to their invasive and pervasive nature. Change can affect or be directed at any of these sub-systems, although change in any one area usually results in change in the others.
