CONTENT:
Running head: MANAGING ORGANIZATIONAL CHANGE: STRUCTURAL CHANGE Structural Change: Doing More With Less in The Air ForceNameInstitutionInstructor`s NameCourseContents TOC o "1-3" h z u HYPERLINK l "_Toc319901489" Executive Summary PAGEREF _Toc319901489 h 2 HYPERLINK l "_Toc319901490" Air Force: Doing More with Less Strategy PAGEREF _Toc319901490 h 4 HYPERLINK l "_Toc319901491" Structural Change Identification PAGEREF _Toc319901491 h 4 HYPERLINK l "_Toc319901492" Air Force Structural Strategy PAGEREF _Toc319901492 h 5 HYPERLINK l "_Toc319901493" Literature Review PAGEREF _Toc319901493 h 12 HYPERLINK l "_Toc319901494" References PAGEREF _Toc319901494 h 20Executive Summary Management of change in organizations is an important concern for managers and leaders in recent years. It is realized that managers, administrators, leaders, and consultants wishing to understand the concepts of change are frequently faced by questions like: what is the basis of change? How to decide what change to effect, and how to change it? Will the implementation of change be painful? among other questions. The major question that all managers are facing is how to effectively run an organization on a lean visual budget? Proponents of the management sector propose that “doing more with less” is the only way to go. This aspect therefore requires a change in management of resources, as firms begin to focus on “doing more with less”. This research analyzes the process of structural change management within the U.S. air force. This organization is selected to offer a case study point of view on the ability of managers to effectively manage structural change, especially in the use of technology and at all levels of the business. The air force like other organizations have has to undergo tremendous changes since, advances in technology, globalization, international competition, government regulations, and economic downturn have necessitated transformational change within the structure, strategy, and processes for both private and public organizations (Cheng and Sonja, 2005). The structural changes that this research finds organizations are going through are restructuring, downsizing, re-engineering of the business process in the private and public sectors especially in the last five years. The research finds that structural changes are very critical, since across the board all organizations have had to go through some cutback, outsourcing, voluntary terminations, organizational delayering, shutting down entire divisions and departments, and massive layoffs. Of interest is the fact that though the economic downturn has technically ended, these structural/transformational changes have not. This trend is not only seen in America, but is a trend common in the developed worlds, as falling wages, rising job insecurity and reduced benefits become a permanent feature in news reports. The research looks at ...