The paper "Change Management - Stanley Australia" is a good example of a management case study. This is a report on the change of management of Stanley Australia- the amalgamated company after the merger of former Stanley Australia and Stanley Bostitch. The management wanted to establish its change management processes and manage uncertainties in both an organic and systemic fashion in future. The findings of this report could also be of use to multinational companies currently undergoing the change that Stanley Australia was going through. The variation in definitions and a wide scope of terms such as globalisation and sustainability posed limitations in the preparation of this report.
The ambiguity the terms pose limits the extent to which the particular changes at Stanley Australia could be apportioned to the terms owing to the state of globalisation then and now. The report covers the type of change at the Stanley works as well as how globalisation and sustainability issues impacted on the change. The report covers these issues and how they impact on people, processes, technology and structures of an organisation. Introduction This is a report on the change of management in a multinational company.
The report focuses on the changes that have taken place in The Stanley Works in general and on its Australian subsidiaries in particular. The widely renowned phrase “ Change is like rest” – anon. , emphasizes the inevitability of change. Change is a multi-faceted phenomenon that encompasses personal, social, cultural, and technological changes among many others. Over the last century, education, technology and globalisation have championed competition among businesses. The competition has compelled restructurings, mergers, acquisitions, process enhancements and layoffs among other management strategies in order to remain relevant in their fields of specialization. The management of Stanley Works a US-based manufacturer of hardware materials and its subsidiaries in Australia- Stanley Bostitch and Stanley Australia (now Stanley Australia) authorised this report to ready themselves for future uncertainties. The wide scope of globalisation and sustainability posed a limitation in the preparation of this report.
It was difficult to clearly determine how to quantify and relate the terms to processes, people, technology and structures. Sustainability encompasses maintaining competitiveness, employment and environmental quality (Ashford, 2000). WCED, (1987) asserts that in as much as businesses drive world economies, they are also responsible for the downward spiral of the natural environment and that Sustainable economy and societies shall remain a mirage when the environment is harmed.
WCED (1987, p. 8) defined sustainable development as “ development that ensures that it meets the needs of the present without compromising the ability of future generations to meet their own needs” . This definition entails environmental, economic and social aspects of sustainability. Globalisation refers to the increased unification of the world’ s economic order characterised by the removal of trade barriers, tariffs and importation quotas resulting in an increased flow of goods, services, ideas (communication), a process aided by the advancements in technology (Jagdish 2004). The report covers change, sustainability, and globalisation in the context of people, technology, processes and structures.
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