Organizational change "The effectiveness of organizational change is greater when a company's strategy is consistent with environmental conditions and there is internal coherence." (DA Nadler, 2003:204) The only thing constant in this world is change and this is widely recognized by many in the world, whether it is a company, a social forum or a government body. What comes into this world must experience change in light of environmental elements, pressures and influences, internal or external. The study of organizational behavior finds that environmental factors are political, legal, economic, demographic, technological, social, and social. Although these are the external environmental factors that are and cannot be counted among the controllable factors for an organization, they in fact influence the organizational structure, policies and strategies. In turn, the internal environment of the organization, which is largely controlled by the management of the organization and includes management levels from top to bottom, staff, employees, board of directors, owners etc. This internal environment is largely the result of external environmental factors, the change of which translates into a direct impact on the internal environment of the organization. As such in place of external environmental factors; Change agents present in the organization tend to accept change in their external factors and try to bring about compatible change within the internal environment of the organization. The effectiveness of the change that is being achieved in the organization as a result of changing external environmental forces is best when, as described by Nadler, the internal fact... middle of paper... active interpersonal associations. Many have argued that change effectiveness functions as a fundamental focus in any organizational examination, serving as an organizational goal or plan and organizational modification. Although, there are people who argue that there are limitations in characterizing this perception as many have the same opinion that the perception of organizational effectiveness reflects and is a symbol of a wide range of desired organizational outcomes. But this can be achieved by equating the equation with continuous improvement, kaizen, in terms of values, culture, beliefs and norms that accept that “the effectiveness of organizational change is greatest when an enterprise's strategy is consistent with environmental conditions and there is a consistency". Reference Todd. D Jick and Maury Peiper: 2003 (2nd edition) Management