Abstract

The disruptive impact of major change on colleges and universities is less avoidable today than it was in the past. The pace of change experienced by higher education
institutions was slow enough to accommodate the application of traditional administrative approaches to managing the process of organizational change. As institutional leaders, administrators have a particular responsibility to be able to reframe the thinking of those they guide and lead them successfully through the organizational
disruption that inevitably results from responding to change. . They must understand the concepts fundamental to organizational change. These include the dynamics of the change process, the human responses of the institution’s personnel to change and the determinants critical to implementing the transitions of organizational change in a manner that has the possibility of the greatest success.

Key words: Organizational Change, Model for Organisational Change,