Introduction

Organizational change can be described as numerous individuals undergoing a similar change process at the same time. Each individual will be making choices relative to her personal situation and the culture that binds the group together. While there may be large sub-groups with similar beliefs and values there will also be some individuals that are outside the norm of any particular sub-group. And each sub-group will be sufficiently different from the others as to require special consideration for the change effort. Similarly, there will be individuals at all stages of readiness to change, each requiring a different effort for motivating them to the next stage of change. Therefore, the organizational change effort needs to be approached as a process of identifying the individual sub-groups with different decision-making processes and readiness to change. Each identifiable sub-group will require a change process tailored to the needs of the individuals within the group. Common throughout this change effort is the continuing focus on behavior, what drives it and what factors can be leveraged to cause a change from the existing behavior to another that is desired by the intervener. ) Ross A. Wirth, Ph.D. (2004)
Today, business leaders are facing the complex task of leading their organizations and even their countries into the future. A tendency aimed at stressing opposite values. Decentralization, involvement, and personnel development are believed to be better means to capture the essential value of all organizational coordination and productivity. For instance, cultural change has produced a workforce that virtually demands being involved into the life of the organization. This new organization form is horizontal rather than vertical in its basic shape. It results from the elimination of layers of management and the delegation of more