Odc Report

Executive Summary

This report provides a practical example of the need to adapt to changing environments. The need for flexible workplaces is the key issue discussed and modelled with key theoretical change concepts to prove the importance of managing Change within the 21st Century. Extensive Research in this field ensures all data is valid in order to provide the foundations of such a change program. The outcomes highlighted show not only the benefits to an organisation's continued success, but also of their employees and the Australian Economy.

1.0 Introduction

An organisation as a system is a conglomerate of interrelated, interdependent flow of elements that are constantly interacting with each other, that if designed appropriately, work towards the objectives of an organisation.

Managers of any organisation, especially in the Hospitality and Tourism Industry, need to be aware that external environments are changing at a phenomenal rate. It is important to be able to monitor feedback from the external environment in order to ensure continues success in the short and long term (Brown and Harvey, 2006:40)

Modern Managers must not only be flexible and adaptive in a changing environment; they must also be able to apply this on a micro-environmental level by diagnosing problems arising and implement a suitable change program. The following course of action is outlined by Brown and Harvey (2006:14-17) to model the holistic process of diagnosing and accurately implementing change so that an organisation can enjoy sustainable longevity.

1. Anticipate the need for Change Ð'- As previously mentioned, a changing external environment may bring a perception of disequilibrium. The importance of clear, valid data will be the foundations of anticipating change. For the purpose of this report, government data and statistics, academic journals, textbooks and industry models for the purpose of benchmarking. Other recommended sources would be Hospitality specific research companies like JonesLangLaselle. As a result, solid evidence is gathered as a means of anticipating change.

2. Develop the Client-Practitioner Relationship Ð'- Depending on the type of need for change, the OD practitioner should enter the system. In many cases Human Resources or other Management may take on this role, otherwise an organisation may also consider an external company.

3. The Diagnostic Phase Ð'- This stage highlights the importance of gathering data from the micro environment to ensure an accurate diagnosis. This report provides several case studies that model organisations who critically analyse their individual needs in order to develop action plans. When developing an action plan, the various interrelating subsystems of an organisation need to be considered. This concept is expanded further to enable a greater understanding of the case action plans presented.

4. Action Plans, Strategies, and Techniques Ð'- These are the intervention of the plans in order to rectify the problem/s identified. The Case Studies provided in this report show the various strategies that organisations have implemented.

5. Self-Renewal, Monitor and Stabilise Ð'- Furthermore, many of the Case Studies outlined have also described limitations of initial attempts at solving their problems. However, they demonstrate the significance of continually monitoring a change program and making any necessary alterations.

This process enables organisations to avoid what Alvin Toffler States as "Future Shock", where people and organisations are unprepared to cope with the accelerated rate of change (Brown and Harvey, 2006:44) The Case Studies presented provide clear evidence of the benefits of implementing a change program in this model as they ensure success in the short and long term in the aspect of creating work-life balance generated from gender inequality.

Studies of gender inequality in the workplace justify that much of women's disadvantage can be tracked down to their dual role (ie. mothers, carers, housewives etc.). To accurately prove the fore-mentioned change model, this report analyses the Australian workplace in terms of defining the barriers that organisations and women as individuals face and also defines key trends that influence women and the hospitality and tourism industry surrounding this issue. Furthermore, practical application for management is provided to encourage work-life balance and create more flexibility for parents and carers in the Australian Workforce. This report is not intended to express feminist views or be gender discriminate, instead highlight the value that women have in the Australian workforce but cannot feasibly sustain in today's environment.

2.0 Anticipating the Need for Change

2.1 Human Capital Shortage

Kevin Chandler, executive director of Chandler Macleod believes that "Given the strength of the economy, Australia is going to have a fairly constant shortage of people in the workforce to meet productivity demand, at least over the first half of the next century. People are going to be in constant demand, to a greater degree, than they were over a decade ago." Employment data further supports this statement outlining that an estimated 1.3 million new workers will join the workforce this decade, but the numbers are expected to drop to 300,000 or less in the next ten years' time (Human Capital, 2006: 12).

Additionally, with more jobs moving overseas to countries with lower labour costs like China and India, the current talent shortfall is expected to worsen, possibly even triggering a crisis according to experts. Neil Lebovitz, president and COO of Ajilon Finace, predicts that the labour supply crunch will supersede the ones seen all over the world during the dotcom boom in the late 1990s. Service Industries with heavy reliance on highly specialised knowledge will be hit the hardest, but it will affect almost every industry (Human Capital, 2006: 13).

The result of the tightening labour market means that people are becoming the main source of competitive advantage in virtually every profession and industry. Human Resource Managers who devise and implement winning strategies in finding and retaining talent will become the next corporate rainmakers (Human Capital, 2006: 13). Furthermore, while there is no denying the impact that limited skills might have on gross domestic productivity, employment and earnings, the constant media coverage and public discussion has done little to help clarify the issue. The problem is global, it affects industries across the board and academics state that there appears to be no hard