Organizational changes are part of everyday business of organizations and every organization at some point faces the process of adapting to newly created internal or external circumstances. In order to make the process of change as easy as possible for the members of the organization and for the business as a whole, the management's task is to manage organizational changes. As part of its basic functions, management has the task of setting a strategic plan for changes and an effective communication strategy in order to overcome the possible resistance of employees, but also to effectively implement changes through the necessary stages until full implementation. One of the most important factors in the change process is organizational culture, which can be supportive or challenging to change. Depending on the openness of the organizational culture to changes and the circumstances in which the changes occur, the management has either difficult or easy task of leading the organization to conquer the new goals. In order to make this process as easy and transparent as possible, a number of models were designed, of which McKinsey's Model 7S is one of the most popular. Nevertheless, there are objections to that model, so an addition was designed in the form of the Model 8S, which is also presented. The 7S Model is extremely useful when analyzing the initial state and setting goals for the desired state through 7 interdependent elements: strategy, structure, system, shared values, skills, staff and leadership style. Practical use of Model 7S is presented in two examples. In the research part of the paper are presented the viewpoints of organization members on the management role and on the success of implemented organizational changes, as well as their mutual interdependence.