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September 1977, volume 22 Studies of organizational change have tended to focus on identifying the reasons for change while ignoring the process of change. Even those that analyze the process of change are concerned with the challenge of creating new organizational structures. This paper discusses the destructive aspects of reorganizing that must take place if change is to be successful. The 1970-71 reorganization of the U.S. Post Office Department is used as a model.*
Nicole Woolsey Biggart (Thu,) studied this question.