The Australian Red Cross is one of the country's oldest and largest humanitarian non-profit organisations. Founded in 1914, following the start of World War I, its first focus was on mobilising a vast network of predominantly female volunteers to produce and deliver support products and services to Australian servicemen and their families who were affected by the armed conflict. A century later, in 201516, the Australian Red Cross drew upon the efforts of 2,300 staff members, 20,700 volunteers and 19,600 members to achieve its goals, while generating $894 million in revenue. Over its long history, the Australian Red Cross has needed to adapt its strategic focus, structures and processes in order to remain relevant within a changing competitive and social landscape. Today, it works to empower and protect vulnerable people and communities in Australia and internationally. Its focus is on strengthening disaster and emergency services, increasing international aid and development, working with Aboriginal and Torres Strait Islander peoples, overcoming social exclusion by providing bridges back into the community, championing international humanitarian law, and addressing the impact of migration. New structure=flexibility+less duplication. One of the organisation's greatest challenges has been to overhaul its inefficient structure. Historically, it operated using a network of nine divisional boards. Each board was responsible for strategic decision making, the delivery of programs and services, and administrative and support functions in a different state and territory. However, this federated structure resulted in nine separate and divergent sets of structures, systems, policies and seem, 5 Woods 2021, Managemenmhe Essentials EBonk, Pearson Education Australia, Mehourm. Available loom: Pmcluest Ebook Central. [23 March 2022]. on 2022-03-23 06:00:45. processes for service delivery and the management of human and financial resources. In addition. it undermined the organisation's efforts to speak with one voice, and to provide consistent messages across marketing and communication activities. This issue became apparent when different spokespersons across the country provided conflicting information about the organisation's response to the 2004 Indian Ocean tsunami and ways in which the public could support its activities. Under the leadership of a new president and vice president, the Australian Red Cross radically reorganised its strategic decision-making processes and organisational structure. A fundamental element of these reforms was the transition to a centralised model of decision making. Under this model, the transition to a centralised model of decision making. Under this model, the strategic authority of the state and territory divisional boards was transferred to a newly created national board, which became responsible for managing a number of strategic policy and action areas referred to as National Functions. The organ isation's CEO and national executive team are responsible for the implementation of the strategic plan and National Functions set out by the board. The responsibility for the day-to-day management of services and operations at a local level is assumed by the state and territory divisional boards, with their actions ultimately accountable to the national executive team and the CEO. The restructure reflects the goals of the 'One Red Cross' strategy, which is to align all areas of the organisation with a single vision, mission, strategy and culture. The new management structure has allowed the Australian Red Cross to coordinate its activities across a wide range of functional areas and geographical boundaries. The arrangement, referred to internally as collaborative management, is built upon strong channels of communication between national and state and territory staff members. Reporting arrangements require that state and territory line managers communicate regularly with national staff members. Collaborative relationships also enable state and territory offices to provide input into strategy development. These arrangements ensure that all parties remain up to date on any major operational changes or risks. Now embedded firmly within the 'One Red liter, DeGenzo, 2. Woods 2021, Managemenlnha Essentials EBook, Pearson Education Australia, Mehourne. Available from: Prouuaat Ebook Central. [23 March 2022]. unlaa on 2022-03-23 05:20:45. Cross' culture, collaborative management has enabled the organisation to achieve national standardisation of organisational function, but also to ensure that program and service delivery is flexible enough to allow for customisation to local conditions and circumstances. Q 1) Which of these six elements have been taken into account by New Management of Australian Red Cross while reorganising their organisational structure and Ming processes in the organisation and how do you think they have incorporated these elements while making decisions about the new organisational structure/decision making process. Q2) If you were the new President instead, would you have made the similar mi: Why or why not? Q 3) To what extent do you believe, the new organisational design can help Australian Red Cross in fostering an environment of mutual collaboration and learning within the organisation