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Managing change in the workplace
British Airways case study analysis
Challenges of transformational leadership
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Recommended: Managing change in the workplace
From each change perspective, what are the key issues to understanding the wildcat strike?
From the traditional Organization Development (OD) approach, British Airways (BA) appeared to have thoroughly planned the implementation of the swipe cards in an attempt to “improve the efficient use of staff and resources” (Palmer, Dunford, Akin, 2009, p. 239). The leaders appear to be committed to the plan by achieving a long-term mission. The plan is also action-oriented with an immediate plan to improve efficiency. BA, however, could have benefited from an effective OD practitioner. This type of OD consultant using intrapersonal and interpersonal skills would have taken the proper steps to mitigate potential problems through fact finding, data
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These changes are needed for the future survivability of the company. Finally, the unfreezing assumption is relevant because it is evident that the company cannot continue its course without modernization.
From a change management perspective, BA could benefit from following one of the many models of change management. A sense of urgency was not established. Workers did not understand the importance of moving to the swipe cards. The vision was certainly not communicated properly through empowered staff who could realize the immediate benefits. The approach was only seen as one-sided, where management would benefit and not the employee. Due to the lack of initial buy-in, these changes could not be embedded into the culture.
The contingency approach appears to be the least applicable. This is not a company of continuous change, transition and adaptability. Changes that seem insignificant such as the swipe cards can create havoc in an organization that is not continuously transforming. Turnarounds, however, identify well with the BA leaders who appear to utilize their power to enforce
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Change management encourages the aforementioned factors through Kotter’s Eight-Step Change Management Model (Palmer, et al., 2009). Developing a vision that provides focus for change and then establishing a team structure with empowered staff who can communicate the change is most effective. Each perspective involves some degree of planning and organizing prior to triggering change mechanisms. Participative management is a style that is tied to the coach, director, and navigator images. Creating this shared vision with employees and even accepting feedback prior, during and post change events appears to be highly effective. All of this leads to the importance of great
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
The pros of an airline implementing a policy that bigger customers need to buy a second seat is that the weight capacity regulations will be followed to. As well as the cons of an airline implementing a policy that larger customers need to buy a second seat would result in a bigger people who travelling will not uses that airlines anymore, airlines would be glowered on by family or relatives of larger customers, airline’s policies could be vigorously monitored for discriminatory actions against overweight persons. As mentioned in the book there are no federal laws prohibiting discrimination against obese individual, although there are some places such as Wisconsin, DC, and California provide legal protection. (Harvey & Allard , 2012, p. 234)
Change had always been a value at Winning Ways, but how change is managed is as important as the substance of the ideas. The implementation of new ideas as well as the mobility of the employees within the company became areas of concern. There was a great deal of confusion regarding company decisions and the purpose of certain initiatives. Although there was a commitment to seeking new management approaches, employees felt as though many ideas were pushed off to the side without ever being considered. Others were implemented, such as teams, but the actual structures were not sustained, creating confusion and tension as employees tried to work within a framework that did not always make sense. Although constant change was once embraced as a vehicle for innovation and increased success, it became increasingly difficult for the employees to follow large shifts. While change can create progress, it can also reflect a lack of focus and/or signify a lack of clear interest in a strategy or approach. In order for changes to be effective, they have to be clear and be implemented in a way that allows for their evaluation. Furthermore, as the company continued to hire from the outside, current employees found themselves isolated with no opportunity for upward mobility. New hires often had higher levels of education as compared to older workers who provided experience, were committed to the company, and had a strong interest in learning. Because people often feel out of the loop, it would be wise for Winning Ways to introduce employee involvement programs. For example, participative management allows for joint decision making in which subordinates share decision-making power with their supervisors (Robbins & Judge, 2012). As a result, employees would feel as though their voice can be heard and have a better
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Burke and Litwin’s collaboration to understand how to bring change at BA resulted in the creation of the Burke-Litwin model depicted in Figure 1. They divided the model into transformational and transactional dimensions. For example, the top half of the model is associated with transformational factors (i.e., external environment, leadership, mission and strategy, organization culture, and individual and organization performance). While the bottom half of the model describes the transactional factors (i.e., management practices, structure, work unit climate, systems, individual needs, motivation, task requirements and individual skills, and individual and organizational
As you would imagine, having to look at our current processes and breaking each process down at micro level was a very daunting task for everyone involved in the project. After going through the progression of identifying which processes were potential changes, the leadership and project team members were tasked with communicating the findings and what the official implementation plan for these changes would look like. From my perspective, this was the biggest pitfall for the team. Our communication plan was not as detailed as it should have been in terms of illustrating value to other team members and leaders within the division. In addition, the project and leadership teams set unrealistic processing goals for team members. Thus, minimizing the division’s potential to create short-term wins for individual team members, as well as for the organization as a whole. Therefore, one could identify our breakdown occurring during the second cluster of Kitters’ Eight Steps of Change. Thus, this paper will attempt to address how change management can help leadership implement a change within the organization through analysis and
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
Change initiatives are time intensive and exorbitant, which portentously influence an organization’s push toward success. And almost fifty percent of these initiatives are unsuccessful. Given that the certainty of change is inevitable, organizations will be required to determine how to effectively acclimate and endure change. Each tactical change in plans organizations are produced via programs and developments, and thriving organizations manage change by managing their developments and programs effectively.
Organizational change is a very big risk for organizations. The process of change can be very difficult for employees as well as the leaders implementing the changes. The changes are usually planned to improve the company. However, sometimes change can destroy a company when things don’t go as planned. From a change in management to a change in the company structure, or way of doing daily task, organizations must carefully execute the process of change and use change strategies that will ensure success.
Hughes, M 2006, 'Strategic change', in M Hughes (ed.), Change management: a critical perspective, Chartered Institute of Personnel and Development, London, pp. 52-63.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
However, poor industrial relations and crisis management imply that there is a greater need to focus on building strong relations with employees, enabling them to internalise the vision of the company. Given intense competition in the industry and continuous changes in regulations from the EU and international regulatory bodies, British Airways needs to introduce cost-effective methods of complying with regulatory standards. The firm should also avoid illegal practices that can harm its corporate image.