Module 2
Please do your best as its a final paper and the professor is a hard grader I’d rathe have a good paper from the first time rather than sending it back and fourth. Do the research. so I continue using this site. If the writer gets me an A ill be using him in regular basis. Please see below

Choose a developing country (other than Brazil) and evaluate it for:
Major Cultural Differences from the U.S.
Major Ethical Differences in Business Practices from the U.S.
Major Differences in Political Economy from the U.S.
How do we as managers deal with these differences?
Choose any Case in these chapters and analyze it using the suggested procedure.
What types of training would you as a manager of marketing for a major exporter to Brazil need about their differences from the U.S. to be effective?

MODULE 2

WEEK 5

PROPOSAL
REDESIGNING AND RESTRUCTURING
ALL CARE 4U
CONTENTS Page No

Introduction 3
Culture and External Factors 3
Restructuring and Downsizing 3
Implementing New Technology 4
New Management Structure 4
Lewin’s 3 stage Change Model 4
Conclusion 4
References 5
Introduction
This paper I will review the disruptive changes facing All Care 4U and my recommendations to restructure the company in order to maintain a competitive advantage within children’s services. The focus of restructuring the company will be the downsizing of the UK branch and provide the Board of directors with a proposal that recommends a more manageable staffing structure and improvements in the technology used by the company to ensure that only those with the right attitude, aptitude, skills and qualifications are recruited to the company.

Culture and External Factors
As a result of the changes in Children’s Homes Legislation in April 2015 and the Children’s home inspection framework. All Care 4U have suffered a huge loss in revenue. This is directly related to All Care for U slow to response to indicators in the market about changes that were taking place. They ignored or was unaware of Advance Care who now owns 127 children’s homes, and Acorn who has concentrated in acquiring, fostering agencies, children’s homes as well as a few schools. So both these organizations have the ability to offer more for less. Commissioners of children’s services are also openly admitting that they are only interested in quantity not quality. As a result partnerships with these two major providers have be forged at the expense of smaller companies.

Restructuring and Downsizing
The UK branch of All Care 4 U has 7 homes currently 3 are closed and 4 are currently operating below capacity. Downsizing the number of home and delayering themanagement structures in the 4 remaining UK homes, and introducing a specialist therapeutic service and expertise which will give All Care 4U a competitive advantage.

(Craig et al) suggests creating a simpler flatter structure will reduce the numbers in the management hierarchy which will empower the first line managers ‘to pursue the competitive advantage based on one or more of the following:
Cost reduction
Service/product quality
Time (speed and market responsiveness)

A mixture of initiatives will underpin strategies that will have implications for marketing the service as well as the outcomes for children and young people. This will get rid of some of thebureaucracy resulting in ‘faster decision making, shorter communication paths, stimulating local innovation and a high involvement of management’. (Kettley, 1995).

It is imperative that All Care 4 U review and upgrade their technology and communication systems as children’s services technology need to be up to date.

Implementing New Technology
To keep abreast and to be truly innovative All Care 4U should invest in currenttechnology and systems that will measure outcomes for children and young people. Having up to date systems would also be very cost effective as it will mean that most if not all tasks in terms of marketing and writing reports would be performed in-house and in the long term save the company money.

New Management Structure
I will suggest that instead of 4 homes with 4 managers All Care 4 U in downsizing should remove the middle managers as well as two of the registered managers.That will leave 2 registered managers and two deputies across the homes.
This will necessitate HR to review and revise job descriptions and to ensure that all areas relating to employment law is adhered to.

These changes will have an impact on all of the stakeholders including the managers and the front-line staff.(Froud 2006) argues that” the main aim of the restructuring is to raise the company’s profitability and internal operations”.Therefore, All care 4U must deploy HR staff to ensure that employees are given choices and have systems in place to manage this change. I suggest that All Care 4 U employ Lewin’s3 stage change model.

Lewin’s 3 stage Change Model (Burns 2004)
1. Unfreezing – we must aim at lowering staff’sresistance to changeby informing them of the need to change and by gaining their acceptance of the need for change.
2. Movement – All Care 4U must find a way to develop new attitudes to encourage change to happen smoothly.
3. Refreezing – Stabilizing, supporting and reinforcing the new change model.
Lewin’s model makes sense especially when being implemented in the social care sector, as some residential care staff do not prepare, plan or respond to change positively.

Conclusion
Commissioners are become more demanding of children homes, requiring more for less and with changes in children’s homes regulations aimed at driving up standards in care the restructuring of All Care 4U UK is inevitable.
References

Burns, B., Kurt Lewin and the Planned Approach to Change A Re-appraisal Journal of Management Studies 6 September 2014
Froud, J., Johal, S., Leaver, A., and Williams, K., (2012) Apple Business Model financialisation across the Pacific CRESC Working paper series No 111.
Kettley, P., Strebler, (1995) M. Changing Roles for Senior Managers, Report 327; The Role and Place of the Senior Manager; Para 2.3 New orgaisation New Roles? Pg 24 Instute for Employment Studies
The Dynamics of Delayering Change; Management Structures in three countries
Littler C.R., Wiesner, R., Dunford, R., Royal Holloway, University of London; University of Southern Queensland; Macquarie University; Journal of Management Studies 40: 2 March 2003