Corporate Change Programmes: A False Panacea?

Argues that groups within the organization play a significant role in enabling it to face a hostile environment. Describes how groups translate their culture into work patterns and argues that this is an important factor in any change programme. Questions the motives and effectiveness of culture change programmes. Questions the use of corporate structural reorganizations as a response to external environmental factors and suggests it may not be as effective as may be thought due to these groups. Concludes that the paradox of stability and change must be created to manage the organization effectively through these turbulent times.