ABSTRACT
This chapter shows how organisational characteristics, circumstance and managerial preferences influence strategy and process, and reveals some of the consequences. Devising a strategy for change is, simply stated, putting together a plan or course of action which will enable a given objective - the redesign of the organisation - to be achieved over a period of time. The organisation development strategies can be classified into two broad approaches: participatory or educative, and power-coercive. Educative strategies emphasise the need to view change as something affecting the entire organisation, and not merely that part where the change is actually occurring. In general, power-coercive strategies employ a range of approaches open to the bureaucratic system. Change can be brought about by the use of power in a political, legal or administrative sense, possibly by the use of sanctions and rewards, and even by the allocation or withdrawal of resources. The contingency approach is relevant within the broad framework of an informed, consensual procedure.
