ABSTRACT
This chapter discusses the overview and assessment of research and recommendations for organizational change programmes. It also focuses on the forces behind change, and discusses the conventional ways of classifying change. The expansion of the field of organizational change leads to a number of concepts, labels and models. There are writings on the content such as structure, culture and strategy, the process whereby change is accomplished, the various internal and external forces that presumably trigger, accelerate and obstruct change, the scope and magnitude of change, implementation problems. It is common to elaborate on two approaches to planned organizational change depending on levels of analysis. One is the group dynamics school, with its origin in the writings of Lewin and its focus on the work group level and its later development into organizational development (OD). The other is the open systems school, with its origin in organizations as open and living systems and its focus on the organizational level.
