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• Relocation of planes from international to expanding domestic market 
• Considering of selling catering operations 
• Sale and lease back of terminals 
Qantas also had technological improvements, which included: 
• Flight update information using SMS to business travelers 
• $300 million in-flight entertainment system 
• $10 million passenger screening and anti-terrorism system 
These are examples of external and internal challenges that have demanded new responses and strategies from Qantas management. 

How management ensured change occurred: 
Qantas management has responded to change by implementing their new business goal: to become a more competitive, efficient and profitable business and modifying its business structure through the use of outsourcing; a flatter business structure and entering into strategic alliances. The management needed to take both internal and external influences into consideration to ensure the changed was implemented with minimal resistance to such change. 

Qantas has increasingly looked to outsourcing (i.e. contracting out business operations to outside suppliers), to become more cost effective and to simplify its business. 
A clear example of this is when Qantas spent $14 million in sending seven of its Boeing 767 fleet to Singapore in 2002 for maintenance following three sent in October 2001. 

However, there are a number of challenges that have presented themselves and have made Qantas difficult to carry out change in the workplace. A major concern was the financial costs involved. To maintain its position in the global market, Qantas needed to spend $13 billion over the 10 years on new and more efficient planes, upgrades to its current fleet, fit-outs, in flight entertainment and improved terminals. 

To spend such finances, Qantas announced in July 2003 that it will reduce its capital expenditure in 2003-4 and it will also delay of some of the new planes it has committed to purchase over the 4 following years. 

Then there is also the issue of redundancy payments. Labour accounts for 30% of Qantas’s total costs. As part of its plans to reduce costs Qantas announced in April 2003 that 2000 positions would be made redundant, a further 800 would be lost by attrition and 400 to 600 full time jobs would be made part-time. 

Any significant change at Qantas requires staff to learn new skills especially when new technology is introduced. This raised the cost of training and retraining staff. To cope with retraining, Qantas ran a three week training course in service skills and cultures for its flight crew before the launch of its new airline Australian airlines in October 2002. Then in 2003 Qantas developed and implemented new security training for all in-flight and cabin crew. 

As it can be concluded, Qantas Management allowed a phased conversion for its old system to its new management style and structure to ensure it was implemented with minimal resistance. 
Social and ethical responsibilities of managers: 
Qantas is one of the top airlines worldwide and has an enviable air safety record, and the businesses social and ethical responsibility is to revise mission statement and objectives.&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。