The age of globalisation impose a series of transformations that higher education institutions must to run through in order to withstand the market of knowledge and educational services supply. Thus, higher education institutions, like all open systems, are permanently submitted to constant pressure to change and development. In the content of the article we intend to map out a model of the dimension of change in the higher education institution, focused on the intervention for organizational development. Organizational development means change, plus constructive growth on basis of the sustained efforts of professional teams through normative, re-educational strategies, for modifying the institutional “philosophy”, values, systems, behaviours and last but not least the vision to improve the organizational force, to develop learning processes and problem solving, through management support. The phenomenon of globalisation has brought about changes in the world economic structures, which generated the increasing of the importance of the internationalization strategy of higher education, of ensuring the quality of the study process, of the performing human resources that have high qualifications competences for the competitiveness of the national systems. Throughout the course of the work we will evoke some essential elements from which the institutional change can start, either from a mood of the management or the employees who feel the need for renewal, or from an inefficiency of the control at the organizational level, or due to a failure of the innovation and receptivity to new ideas that appear. Also, in our scientific approach, we will focus on over some contemporary methods and techniques that can be approached to produce change and organizational development. The model of change and development of the higher education institution in the age of globalisation that we will finally propose, may serve as a benchmark for similar entities to raise greater awareness among the employees on the need to accept these stringent processes.