Abstract

We identify and evaluate three models of Organisational Development and Change. We examine how organisational identities may be formed partly through the adoption of Organisational Development (OD) and change procedures, practices and policies. We consider the academic literature written on this topic which has sought to highlight the importance of culture and change in the creation of organisational identity and in so doing emphasises and indeed celebrates the contribution of the middle and bottom of the hierarchy to the top. Various cultural and change models such as those of Greenfield and Schwandt (1994) and the multi-disciplinary and multi-faceted nature of organisational and individual identity which focuses on the sociology of identity will be developed using the Clark, Chandler and Barry (1984) approach.