ABSTRACT
General Electric, for instance, finished a tremendous organization overhaul around 1960, after almost a decade of hard work; since then it has revamped both its structure and its overall strategies at least twice. Similarly, Imperial Chemicals in Great Britain is
restructuring an organization design that is barely 10 years old. And the same restlessness and instability afflict organization structures and concepts in the large U.S. commercial banks, in IBM, and in U.S. government agencies. For instance, the Health, Education and Welfare Deparment has been subjected to a "final" reorganization almost every year in its 20·year history.
