Introduction
In 2009 Pacific Brands reviewed operations throughout its manufacturing sites across Australia. As a result they took the decision to lay off 1850 employees as it wound down the majority of its local manufacturing. The following text will look the contributing factors that influenced this decision and the effects of organisational behaviour made to the remaining work force. In addition when consider how to move forward, Pacific Brands must consider what steps to take to motivate its surviving workforce and the impact that wider environmental factors have on the organisations ability to effectively manage change.

Question 1
In many organisations the ability to manage change successfully and transform organisations in an increasingly turbulent world will be a defining factor between those who succeed and those who fail. However, understanding how as individuals or groups such as a workforce transition though any period of change is vital to its successful implementation
When exploring human reaction to change Elizabeth Kubler-Ross (Scire 2007) identified five stages people go through to process an event of significant change more commonly known as The Five Stages of Grief. Whilst Kubler-Ross related the grief cycle to experiencing tragedy and loss associated with death or terminal illness her model can be applied to any period of significant trauma such as job loss or in the case of Pacific Brands the significant reduction in its workforce.
The Heart of Change, (Kotter and Cohen 2002) concluded that “to understand why some organisations are leaping into the future more successfully than, others, you need to first see the flow of effective large-scale change efforts.” Kotter separated the flow of change in to the Eight Steps for Successful Large-Scale Change model. Throughout each of the eight steps he identified that in order to embrace change