The article focuses on the importance of change for those responsible for managing organizations, institutions and families. According to the authors organizational change can be considered from two points of view, that of the person behind the change, i.e., the change agent, and that of the person "in front of" or affected by the change. Change efforts in organizations are primarily aimed at structural variables, technological variables and people variables. Performance of tasks is best facilitated by clearly defining the jobs of people and the relationships among those jobs in accordance with fundamental principles of organization. Employee responses to technological changes have been inferred from the direction of change in job satisfaction or alienation rather than directly examined. The authors believe that resistance to change has been assumed or inferred on shaky grounds more often than it has been demonstrated and documented to exist.