Essays on Managing Changes - Focusing on Recent Changes in Australia National University School of Music Case Study

Download full paperFile format: .doc, available for editing

The paper “ Managing Changes -Focusing on Recent Changes in Australia National University School of Music” is a worthy example of the case study on management. In any organization, changes are expected from time to time. This follows after major managerial decisions are made but anyhow, changes are meant for the improvement of the various organizational operations where the main goal is to develop the organizations all round (Sengupta, 2006). However, there are many factors leaders need to think about first for the fact that decisions to be made so as to trigger a change do not always guarantee that the organization in question will benefit.

The end effect, as a matter of fact, can lead to worsening off of the organizational goals and mission (Chhabra, 2002). This study focuses on the implications of periodical changes in a typical organization, strategies to cope up with the changes and alternatives. The study features changes that were proposed by the management of the Australian National University as of May 3rd, 2012, where the management decided to reduce the number of its workforce in its school of music (ABC News, 2012, May 3).

The decision saw 23 academic staff and nine administrative staff lose their jobs (ABC News, 2012, May 3). The decision was described as rather sudden and unfounded from various outsiders’ opinions and the victims, especially the students (ABC News, 2012, May 3). Despite the plan to replace the number of the cut workforce by 20 new ones, the workload must have increased due to the suggested net reduction in the workforce. Similarly, change management skills are required at all costs due to the inherent risk of changing patterns of operations and connecting the new workforce to the organizational programs, proceedings and culture (Harris & Field, 1999; Fuller & Ludema, 2000). The formula taken here is a descriptive account from an onlooker who is a potential manager and/or a leader in a similar scenario.

The role of this paper is to analyse such sudden decisions, suggest best ways and options to help the management team absorb the immediate shock from the changes and their effects, and possible alternative courses of actions (Sengupta, 2006).


ABC News. (2012, May 3). Major cuts to ANU School of Music. Retrieved changes/3987288 19/09/2012.

Axelrod, R.H. (2001). Terms of Engagement: Changing the Way We Change the Organizations. Journal of Quality and Participation, 24 (1) pp.22-27.

Chhabra, T. N. (2002). Organization Theory and Behaviour. Delhi: Dhanpat Rai and Co. (P) Ltd. Pp.36-46.

Coutts, P. (2007). Kotter’s 8 Steps to Successful Change. Sirius Meetings, pp.1-3.

Cummings, T.G. and Worley, C.G. (2008). Organization Development and Change. (9th Ed.). Singapore: Cengage Learning. Pp.49-64.

Fuller, C. and Ludema, J.D. (2000). Appreciative Future Search: Involving the Whole System in Positive Organization Change. Organization Development Journal, 18 (2), pp.29-41.

Griffin, R.W. (2007). Fundamentals of Management. (5th Ed.). NY: Cengage Learning. pp.331- 53.

Harris, S.G. and Field, H.S. (1999). Making Changes Permanent: A Model for Institutionalizing Change Interactions. In Pasmore W.A. and Woodman, R.W. (eds.) Research in Organizational Change and Development. (Vol.12). Stamford, CT: Jai Press. Pp.97-128.

Herman, S. (2000). Counterpoints: Notes on OD for the 21st Century, Part 1. Organization Development Journal, 18 (2), pp.108-110.

Hough, L.M. (1992). Handbook of Industrial and Organizational Psychology. (2nd Ed.). Palo Alto, CA: Consulting Psychological Press. pp. 719-82.

Inglis, A. (2005). Quality Improvement, Quality Assurance, and Benchmarking: Comparing two frameworks for managing quality processes in open and distance learning. Melbourne, Australia: Centre for Staff Learning and Educational Development, Victoria University.

Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 73(2), pp.59-67.

Lacob, M.L. and Pantea, V.V. (2008). Managing Change in Organizations. Research Journal of Agriculture Science, 40(3), pp.3-17.

Sengupta, N. (2006). Managing Change in Organizations. New Delhi: PHI Learning Pvt. Ltd. Pp.12-29.

Singh, K. (2010). Organization Behaviour. Delhi: PEARSON. Pp.14-27.

Download full paperFile format: .doc, available for editing
Contact Us