A) Read the case study below:

SAR Health Services (SARHS) are part of a multi-national enterprise based in Switzerland. They supply sophisticated diagnostic equipment to hospitals across Europe and have recently entered new marks in Asia. SARHS's relationship with its customers is based on high trust, high quality products and in Europe on 24/7 servicing. The company employs around 3000 staff, consisting of technicians, production, office staff (sales, marketing, distribution) managers and drivers.

SARHS puts particular emphasis on environmental education through staff training and induction. New staff receive a half-day session on sustainability. In addition, monthly departmental meetings in head office include a 'green slot' where updates and activities regarding environmental sustainability are discussed. The organisation also runs an internship, which has proved to be a useful source of ideas regarding green initiatives.

The company has gone through two reorganisations in the last 3 years. The most recent involved shifting from a functional to a matrix structure. Managers however, have complained that this last structural change confused authority and responsibility relationships.

Due to pressure on equipment budgets for healthcare organisations, and increasing competition, SARHS senior management team is aware that it has to find ways of reducing operating costs.

A decision has been taken to close one production site (Site A) and consolidate operations at another (Site B), some 100 miles away, in 6 months' time. During this time site B will be redesigned, including the development of an 'open plan' office, which it is expected will reduce energy costs. It is anticipated that the overall number of office and production staff will be reduced by 5 -8%, but technical and sales staff numbers are expected to remain the same. **

The management's aim is to decrease the company's carbon foot print by a third by 2022.

A number of green initiatives are also planned to reduce costs, including:

1. Identify the factors that the management team might wish to consider before going ahead with their plan.

2. Identify and discuss the people management issues that the management team are likely to face in implementing the plan, explaining the reasons for this.

3. Develop and justify recommendations as to how to proceed with this project.

4. Identify the factors that the organisation may need to consider in order to build its change capability.