The Criteria of Organisational Performance
If one looks through the literature on planned organisational change, one finds surprisingly little attention being paid to a precise definition of the aims of a change programme. Most writers seem to assume that there is a specific objective which the client organisation wishes to attain—frequently the smooth introduction of some technical or structural innovation—and that the function of the behavioural scientist–consultant is to enable that particular objective to be achieved with the fewest possible adverse complications.1 Or it is assumed that change is inevitable in present-day society and the function of the consultant is to help the organisation to become more responsive to economic, technical and social changes which it is inevitably meeting.2
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