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This essay talks about the need for organizational change and its difficulties in implementing change. Many organizations have gone through turbulent times to adapt and survive in the rapid pace of globalization, technological innovation and demographic trends in the complex market (Graetz, Rimmer, Smith, & Lawrence, 2012). The essay tries: to define organizational change, explain difficulties in implementing organizational change, make recommendations to overcome organizational members’ resistance to change and successful case studies of organizations that have stood against time. However, to implement the plan for organizational change, there are lots of challenges that organizations must face such as power resistance, misuse of power, organizational culture and inadequate resources (Graetz et al., 2012)., {"references":["Adenle, C. (2011). Reasons why employees resist Change in the workplace. Retrieved from http://catherinescareercorner.com/2011/07/26/12-reasons-why-employees-resist-change-in-the-workplace Agocs, C. (1997). Institutionalized Resistance to organizational change: Denial, inaction and repression. Journal of Business Ethics, 16 (9), 917-931. Craine, K. (2007). Managing the cycle of change. Information Management Journal, 41(5), 44. Graetz, F., Rimmer, M., Smith, A., & Lawrence, A. (2012). Managing Organizational Change. 3rd Australian edition. Milton, Qld: John Wiley & Sons. Kotter, J. P. (1995). Leading change: why transmission efforts fail. Havard Business Review, l73 (2), 59-67. Reger, R. K., Gustafson, L. T., Demarie, S. M., & Mullane, J. V. (1994). Reframing the organization: Why implementing total quality is easier said than done. The Academy of Management Review, 19(3), 565-584. Revenaugh, D. L. (1994). Implementing major organizational change. The TQM Magazine, 6(6), 38-48. Retrieved from doi:10.1108/09544789410073630 Romeo, S. A. (2008). Strategic Planning Versus Strategic Implementation. Retrieved from http://www.google.bt/#hl=en&gs_rn=12&gs_ri=psyab&cp=1&gs_id=32b&xhr=t&q=strategic+Planning+Versus+Strategic+Implementation%2Fromeo&es_nrs=true&pf=p&sclient=psyab&oq=strategic+Planning+Versus+Strategic+Implementation/romeo&gs_l=&pbx=1&bav=on.2,or.r_qf.&bvm=bv.46340616,d.ZWU&fp=ea3f6cc54ab7a397&biw=1366&bih=617&bs=1 Senge, P. M. (1993). Transforming the practice of management. Human Resource Development Quarterly, 4 (1), 5-32."]}

The study intends to find out perspectives of school leaders on autonomous schools in Bhutan. The report explores the satisfaction level of school principals with the autonomy granted to them by the government and the ministry. Out of 19 autonomous schools, 17 schools’ principals were assessed with questionnaires and interviews. The study is based on primary and secondary data collected from the respondents and other relevant materials. The study found out that 65% of principals were satisfied with the autonomous school system in Bhutan. A majority (89%) of principals said there is decentralization of power and finance, while 78% of school principals said Bhutanese schools should go for autonomy. At the same time, school principals want more autonomy in terms of recruitment of staff, award contracts, maintenance of school infrastructure, paying travel allowances and daily allowances and salary to the staff, termination of nonperforming staff, promoting staff, preparing curriculum frameworks, and fixing school fees.