In such a changing environment, it is must for the organizations and the institutions to have enough flexibility and adaptability within the policies and procedures of such bodies so that the changing terms can be easily inculcated. Such flexibility and adaptability have become the key to the sustainable growth and development of organizations and institutions. Forestry Commission was established in England in the year of 1919 through the passing of the Forestry Act. The prime reason for the establishment of such Commission was aimed at supplying the much-required timbers that were in scarcity in those years because of the industrial revolution and the First World War. The government of England speculated another war in the near future and thought it was necessary to have a proper supply of timber. The secondary reason for the formation of such Commission was to ensure employment in the rural economy because of the changed political equations and also to provide employment to the soldiers those have just returned from the war. Therefore, to serve so many of the objectives the Forestry Commission was formulated which till recently was under the control of the ex-army men and more importantly followed the organizational structure similar to that of the military. The structure was essentially a top-down one with much emphasis on the features like a chain of command and order from the top. With the changing times, the role of the Forestry Commission also experienced a paradigm shift. The department of the government that came into existence for the purpose of timber production and rural employment was pressed by the government in the 70s and 80s to inculcate organizational efficiency like other departments of the government. The Forestry Commission also had certain internal conflicts. There was a clear difference among the organizational hierarchy resulting in ‘them’ and ‘us’. Those who were the field persons never had enough opportunities to go high up the organizational structure.