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Chapter 9 – Management and Change

9.2 Organizational change
Change: any alteration in the business and work environment e.g. change in consumer taste, production methods, markets or products sold

Managing change
Profitable opportunities can arise from change, it must be considered a fundamental aspect of a business’s strategic planning
The ability to manage and, in many cases, embrace and adapt to change will increasingly determine a business’s competitive advantage and survival
Successful managers are proactive rather than reactive
Change should occur at a pace at which it can be absorbed and integrated by the business
All changes should be thoroughly evaluated to assess their overall impact
Poorly managed changes normally result in employee resistance, tension, anxiety, lost productivity and decreased profits

9.3 Responding to internal and external influences
Transformational (major) change: often results in a complete restructure throughout the whole organization e.g. flatter management structure, new work processes, changed employee structure, greater use of technology
Incremental (minor) change: results in minor changes, usually involving only a few employees e.g. using email instead of fax
Often, business will implement both major and minor changes simultaneously

Internal influences

Impact of change on organizational structure
Structural change: refers to changes in the business’s structure, that is, the organization chart
In recent years, the main structural changes introduced in Australian businesses have included: * Outsourcing * Flatter organizational structures * Work team
The aim of these changes have been to streamline business operations, improve efficiency and empower employees to make their own decisions

Outsourcing
Outsourcing: contracting of some organizational operations to outside suppliers
Outsourcing

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