In most cases, these efforts face the resistance of employees who are used to specific working conditions and any possible differentiation would be negative for their interests (at least from their point of view). Regarding this issue, it has been found by Eoyang et al. (2001, 5) that ‘many organization change initiatives start at the top and deal strongly with any resistance from system agents that blocks progress. common ways of responding to resistance include downsizing, restructuring, and re-engineering’. In accordance with the above in order for any leader to manage effectively a specific organization, it is necessary that all the appropriate preparation is made including the accurate evaluation of current business strengths and weaknesses.Moreover, any initiatives for organizational change should be carefully designed trying to provide to employees with sufficient explanations on policies applied to ask at the same time for their active participation – which is usually a necessary requirement for the successful implementation of new plans of action within a specific organization. The current paper examines all issues related to the restructuring of organizational activities focusing on the implementation of specific theoretical models (wherever this effort could be successful) on the various organizational sectors. The Vale of Glamorgan Council is used as an example of effective management under the influence of the application of Mintzberg, Morgan and Quinn models that are going to be analytically explained in the sections that follow.The Vale of Glamorgan Council represents an area with significant importance for the British economy (in terms both of the commercial activities of commuters but also for its population).