For the individual within these organizations, change creates a wholly new climate and a new set of problems. The turnover of organizational designs means that the individual’s relationship to any one structure (with its implied set of obligations and rewards) is truncated, shortened in time. With each change, he must reorient himself. Today the average individual is frequently reassigned, shuffled about from one sub-structure to another. But even if he remains in the same department, he often finds that the department, itself, has been shifted on some fast-changing table of organization, so
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