the change agents are now supposed to recreate the proverbial wheel.

the change agents will be able to put into practice tested ideas or rules.

checked principles will enable the agent to avoid changes.

changes will be based on the agents’ own principles.

is the best way to get familiar with the best ideas.

is where costs can be cut.

can play a misleading role in organizational development.

is the suitable tool for managers to supply their urgent needs.

is the best way to avoid a company’s failure.

Seldom do employees doubt the efficacy of new organizational methodologies.

The employee’s experience with new programs, techniques, systems and paradigms has been rewarding.

New organizational paradigms are now unquestionable devices to help enterprises to prosper.

The line worker and the executive level disagree as far as the role of the middle managers are concerned.

Organization members have old stories to tell about innovative programs.

always come up to people’s expectations.

are fated to be a success.

may become too much fuss about nothing.

can never fail.

fail to succeed because of the clients.

planned change processes simply do not work.

there should be the same planned processes for any company.

there should be the same planned processes for any company.

every company should follow the same change process.

planned change processes must cope with the enterprise characteristics.

a “quality circle package” (l.33) is all that is needed to deal with business problems.

a ready-made program is particularly useful to underfunded public sectors.

management and employee interests can make a new program bear fruit.

TQM is a suitable tool for some companies, if adequately installed.

“some managers” (l.15).

“The manager” (l.23).

“unresponsive employees” (l.23-24).

“line workers” (l.24).

“executives” (l.24).