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br /> • When controlling large numbers of low skilled workers. 
Qantas also possessed a long chain of command, lack of financial accountability to it government owners, and had a top down communication style. 

The nature of change: 
As a result Qantas had to change management practices, be more efficient, competitive and profitable. 
Qantas changed management practices following domestic airline regulation in 1991 and privatisation in 1995. The aim was to become more: competitive, efficient and profitable. Major changes were initiated that led to: 
• Flattened management structure to create a more worker friendly environment and establish a shorter and more efficient line/s of communication and a wider span of control within the organization. 
• Increased flexibility and communication 
• Increased training, multiskilling and the development of work teams 
• Participative approach to change and employment relations 
• Eradication of inefficient work practices 
• Placement of executives on performance contracts 
• Introduction of new technology 
The following page displays the new flatter management structure: 
(Source from Qantas.com.au) 

Qantas management now exhibits elements of a range of modern management theories such as: 
Behavioural: 
• Greater emphasis on human resource management 
• A more democratic style of management where employees have more input into decision making. 
• A stronger sense of leadership who possesses directorial characteristics 
Political: 
• Focus on managers using power and influence to achieve their goals. 
• Balancing the interests of competing stakeholder groups. 

Contingency: 
• Management practices at Qantas are more flexible and adapted to suit challenges in society such as the reaction to terrorism, the introduction of viral disease and the ever changing market and customer requirements. 
The outcomes of the changes saw a more effective/ more efficient management structure, allowing Qantas to deal with changes in the internal and external business environment more effectively. 
How the change was managed: 
Challenges that required managers to react and ensure that changed occurred was the event of September 11, which caused: 
• A catastrophic industry crisis as 200 000 staff were cut in the world aviation industry. 
• Qantas had lost 11% of its international air traffic and profits fell by $300 million. 
Also the collapse of Ansett, which: 
Qantas capitalized on by increasing its domestic share of the market from 55% to approximately 80%. Qantas management had effectively filled the gap left by Ansett by moving planes from the depressed international routes to the company’s expanded domestic market and by leasing planes from overseas to expand its aircraft fleet by 15%/ . 
Qantas also reduced costs by 
• Downsizing 600 staff and the purchase of more efficient aircraft 
• Lobbying government for protection 
• Outsourcing maintenance of its fleet overseas (Thailand)&n本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。