IntroductionInterClean is making several structural changes to adapt to the current economic climate and to best position the company to gain market share in the coming years. The restructuring of the sales department is an integral part of this overall effort. We recommend growing your sales team from five to nine representatives; which, if possible, must be filled in from within. Another recommendation is that a line manager should also be promoted from within. These changes are aimed at improving our profitability and their implementation is designed to strengthen our relationships. Implementing Change As a means to help the department understand and accept these changes, current sales associates are advised to undergo an educational effort about the need for change and how change can make people and the company more productive. Ideally this process should coincide with the training of new hires and the start of the restructuring. Our current national context is characterized by changes that make getting the message across much easier. It is recommended to consider various delivery options in accordance with budgetary guidelines; include, as the first two choices, an external consultant/laboratory and internal training by senior management. At the end of the workshop each participant receives a paperback textbook on the topic for reference and self-study. Furthermore, an individual follow-up meeting between the collaborator and the relevant manager is recommended to ensure the employee's acceptance and ownership of the change process. For those who may not be as far along as we would like, the Human Resources Department would step in as needed. The need for change in ... middle of the document ...... implemented by management for its eradication.ConclusionThe restructuring of the sales department is designed to organically grow our recent fusion growth; give rise to greater relationships between us; and maximize profitability. References University of Phoenix. (Ed.). (2005). Human Resource Management [University of Phoenix Custom Edition Electronic Text]. New York: McGraw-Hill Company. Retrieved December 2, 2008, from University of Phoenix, Resource, HRM/531—Human Capital Management Website: https://ecampus.phoenix.edu/secure/resource/resource.aspUniversity of Phoenix. (Ed.). (2005). InterClean – EnviroTech Meltdown Scenario [University of Phoenix Simulation]. New York: McGraw-Hill Company. Retrieved December 18, 2008, from University of Phoenix, rEsource, HRM/531—Human Capital Management Website: https://ecampus.phoenix.edu/secure/courseList.asp