Introduction With globalization a concept which is characterized with free movement of people, goods, services, capital and high level of interconnectedness, the world economy has experienced changes across all quotas. Scholars have argued that those organizations that are capable of successfully managing organization change will remain relevant and competitive in this dynamic world (Cascio 2002). Since I am working at an international banking department at the Bank of America, my analysis will focus on my place of work. The statement to be analysed is “Change is inevitable. Organizations have to adapt their HRM activities between short-run responsiveness and long-run agility, which can result in tensions between employers and employees.” To accomplish this task, a critical discussion of issues concerning organizational flexibility as argued by Atkinson’s in the flexible model and Dyer and Shafer’s agility model providing a thorough analysis of available empirical evidence will be done. It is no doubt that the human or employees in a given organization is deemed to be the most important assets. When their different potentials are tapped successfully, firm can attain competitive advantage over its competitors. Literature Review Atkinson’s Flexible Model This model tries to address the rigidities linked to rules of employment established under the scientific organization design. Atkinson (1984) stresses the importance of organizational flexibility. The researcher notes that this is one of the ways to remain competitive, i.e. successful in the contemporary business world. Organizations should be able to comply with new rules and principles of the business world. Atkinson’s model is based on four major types of flexibility: external and internal numerical flexibility, functional flexibility and financial flexibility. Thus, the researcher notes that external numerical flexibility can help organizations fit the changing business environment. Thus, organizations can hire employees from external markets. Organizations can hire employees to fulfil specific tasks. Thus, the researcher notes that short-term contracts can make organizations more flexible. Basically, Atkinson (1984) claims that temporary workers should not be underestimated. This kind of flexibility will encourage (part-time as well as fulltime) workers to fulfil tasks properly. Internal numerical flexibility presupposes flexibility of employees’ working time. Thus, some workers can work part-time. Atkinson (1984) suggests that organizations can make use of shifts. This flexibility will encourage workers to manage their time properly and try their best to fulfil their tasks. This flexibility can motivate employees as they will be able to combine their work and their family life, which is very important. Notably, more employees are available for organizations: part-time workers can be those who work and study, working mothers, etc. Admittedly, such flexibility is beneficial for both organizations and employees. Of course, this type of flexibility enables organizations to operate seven days a week 24 hours a day. This will definitely keep organizations competitive. Functional flexibility is also very important as it helps the organization be competitive. This type of flexibility concerns employee’s ability to fulfil various types of tasks, work in different teams, function in differe