...Changing the Culture at British Airways I. Problems you identified from the case a. Macro- “In August 1971, the Civil Aviation Act became law, setting the stage for the British Airways Board to assume control of two-state run airlines, British European Airways and British Overseas Airways Corporation, under the name British Airways” (Jick & Peiperl, 2011, pp. 24-36). Another problem was privatization. According to the text, April of 1984 the government passed legislation that made British Airways a public limited company. Lastly, a problem would have to be the customer service. There was poor customer service that led to reduced numbers in passengers. “The problems became dangerous when Britain’s worst recession in fifty years reduced passenger numbers and raised fuel costs substantially” (Jick & Peiperl, 2011, pp. 24-36). b. Micro- The change in culture was a huge problem for British Airways. “A lack of economies of scale and strong residual loyalties upon the merger further complicated the historical disregard for efficiency by BEA and BOAC” (Jick & Peiperl, 2011, pp. 24-36). In order to have an immediate and effective change in a company there must be training around the new designed mission and values. This company had a hard time when it came to giving recognition to their employees and their works. The company lacked communication in general whether good or bad. It just seemed that everyone in the company was working for themselves and...
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...it significantly impacts on every department of organizations. If the strategy has changed, it will cause many problems. In the process of implementing these changes, there is support or resistance from shareholders. This report focuses on analyzing BA’s strategic changes and dealing with managing these changes. In tradition, HRM is the organizational function that deals with requirement, training, assessment and rewarding of employees, while also managing people and the workplace culture and environment. Now the new role of HRM refers to overcome the challenge form implementing changes of organizational strategies. The case also indicates that the flexible HRM plays a significant role of dealing with the disputes between employees and management. Key words: strategy management, British Airways, change management, labor dispute Implication of strategic change in British Airways 1. Introduction Generally, a company makes strategies based on the changing environment. But if the strategies changes, there are many barriers to conduct. Human resource is performed as the most valuable asset of organizations. How to manage and more efficiently utilize the asset is so significant for organization to operate and develop. Obviously, there are resistance form employees. Therefore, human resource department is responsible for coordination in the organization. Human resource management (HRM) is always known as the governance of employees in...
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...Name- Abhinav kalra Class- PGDM (RM) Roll no. 56 British Airways Corporate Communication Contents 1. Summary ......................................................................................................................................... 3 2. Introduction .................................................................................................................................... 4 3. Corporate Communication Strategy ............................................................................................... 5 4. External Communication................................................................................................................. 7 5. Internal Communication ..................................................................................................................... 8 6. Corporate Image, Identity and Reputation ..................................................................................... 9 7. Conclusion..................................................................................................................................... 11 8. Biblograpghy .................................................................................................................................. 12 Any organisation that fails to realise the need and importance of communication...
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...British Airways Case Study [Name of the writer] [Name of the institution] Table of Contents Abstract iii Introduction 1 1.1 HR strategies for an organisation 1 1.2 Assessment of HR strategies and its application 1 British Airways HR strategies 2 2.1 Contemporary issues affecting SHRM 4 2.2 Analysis of contemporary issues affecting SHRM 5 Impact of the merger on SHRM at British Airways 5 Conclusion 6 References 7 Abstract This report is based on the employee relations at British Airways (BA). It includes four main HR strategies which are applicable to British Airways for resolving employee relation issue. Moreover, other HR strategies are also highlighted which are used in the organization. Moreover, merger of BA with Iberia is also discussed and its impact on strategic HRM. Introduction Employee relations with employer have been remained a biggest challenge to British Airways. Due to outsourcing and cost cutting business strategy, BA experienced industrial disputes. Employees go on strikes. It hits the passengers during the peak seasons of New Year or Christmas. Employee relation is a biggest issue. BA employs a diversified workforce, therefore, disputes between employees and employer occurs frequently. There are some HR strategies that are applicable to BA for strengthening relation between employees and employer. 1.1 HR strategies for an organisation There are various HR strategies designed for organization to attract and retain the employees...
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...British Airways Case Leading Organizational Change British Airways Case Introduction British Airways (BA) was created in 1979 by public law allowing the “British Airways Board to assume control of two state-run airlines, British European Airways (BEA), and British Overseas Airways Corporation (BOAC) under the name British Airways” (Jick & Peiperl, 2006, p 26). Many problems arose from the combination of the two companies. Structures, culture, and systems had to be combined and improved to help BA become a viable company and prepare itself for the move from a government owned entity to a privatized corporation. Problems Macro The two airlines served different markets and were run as services rather than as businesses. Efficiency and customer service were not part of the organizational structures or design. Each had its own hierarchy of personnel who functioned independently of the other group. Leadership style was heavily task centered rather than service centered. Much of this can be attributed to the history of the companies and their creation following World War 2. At the time of inception, each company was tasked with making commercial airline travel possible by creating the airline infrastructure, designing routes, and proving commercial travel a viable means of transportation for the public. As a government run institution, layers of bureaucracy separated most employees from the idea that they were serving the public interest and should keep quality...
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...British Airways (A) Becoming the “World Favorite Airlines” British Airways: 1980-1993 Product of the merge in 1972 between two states run airline: British Overseas Airways Corporation (BOAC) and British European Airways (BEA). In the 1980’s the airline company was known as the “Bloody awful”, due to his lack of a good customer service and his unpunctuality. To end with the situation Margaret Thatcher hired Lord King who made drastic changes in the national company. In 1979, the State took the decision to sell BA into a private ownership, intend to avoid the £1 billion bill. The company was doing any benefice and was losing money, so intent to attract private shareholders, drastic decision need to be made. As action of Lord King, hired to put the company in shape for the privatization, he decided to break the contrasting cultures existing in the company due to the merge. A report commissioned by Lord King was made to determine what needed to be done to make the privatization possible. That’s how was created the Survival Plan: Cut the workforce; selling assets; the pruning back of the route network. Then due to the recession approaching in 1982, Lord King proposed the Recovery Plan: rescheduling of orders, reduce staff member, restructuration into 3 divisions. In 1983, the British agency Saatchi & Saatchi, was handling the advertising and in charge of the new image of BA with a budget of £17.5m. The commercial was a new kind in the airline advertising and ran over...
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...| |EVIDENCE | |LEARNING OUTCOME | | | | | |Learning Outcome 1 |Understand the relationship between organisational structure and culture |Report | |AC 1.1 |Compare and contrast different organisational structures and cultures | | |AC 1.2 |Explain how the relationship between an organisation’s structure and culture| | | |can impact on the performance of the business. | | |AC 1.3 |Discuss the factors which influence individual behaviour at work. | | | | | | | | | | | | |Learning Outcome 2 ...
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...Assessment of British Airways Human Resource Management Strategies In a human body, heart is the most important part form where we can judge whether body working fine or not. In the same way in any organization the most important asset is employees. And to maximize their assets, management should always manage the employees working condition with intelligence and efficiency. If employees of any organization are well managed, the organizations mostly do very well. It is therefore necessary to work on development, building, motivation, enhancement and enrichment of the employees. In general every organization believes that Human Resource (HR) offers them reasonable advantage. These advantages can be Quality work force Quality culture etc. The Strategic Human Resource Management ensures that the employees or human capital of an organization contributes towards its achievements with their performance, knowledge and skills. The Traditional Human Resource is only concerned with the implementation of the policies like: Recruitment, Staffing, Reward, Assessment But when general HRM plug into the organization’s strategy the outcome of HR department more scope to increase the abilities of their workforce and focus on the vision and mission. This connection is made to improve the organization performance and develop organizational culture which in turn facilitates innovation and flexibility. Overall the key principle of Strategic HRM is to achieve organization’s...
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...Change Management in British Airways Name Class Affiliation Instructor Date Table of Contents Introduction 3 Context of the change 3 Evaluation of the nature of such changes 4 The change management strategy 5 The challenges and difficulties in implementing such changes 6 Change management model 8 Stakeholders 10 Managerial challenges 11 Overcoming resistance to change 12 Managing change 12 Conclusion 14 Reference 16 Introduction UK largest international Airline, British Airways, is among the leading airlines in the world, with one of the most extensive route network, running internationally (British Airways, 2010). The income of the airline has been on the increase with the profits for the period between 2007 and 2008 being a total of £8,753, which translated to 3.1% more than the previous period. Throughout its operating years, British Airways has faced different challenges, as it is for all other companies in the industry. During the year 2007, the American economy experienced a crunch due to the bursting of the housing market. This was the beginning part of the 2008 economic crisis, or recession, which had global effects (Åslund, 2010). Like any other industry, the UK airline industry faced a major setback, British Airways being one of the companies and there was a need to implement changes for long company survival. This paper is an analysis of the changes implemented by the British Airways in the period between...
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...Change Management in British Airways Name Class Affiliation Instructor Date Table of Contents Introduction 3 Context of the change 3 Evaluation of the nature of such changes 4 The change management strategy 5 The challenges and difficulties in implementing such changes 6 Change management model 8 Stakeholders 10 Managerial challenges 11 Overcoming resistance to change 12 Managing change 12 Conclusion 14 Reference 16 Introduction UK largest international Airline, British Airways, is among the leading airlines in the world, with one of the most extensive route network, running internationally (British Airways, 2010). The income of the airline has been on the increase with the profits for the period between 2007 and 2008 being a total of £8,753, which translated to 3.1% more than the previous period. Throughout its operating years, British Airways has faced different challenges, as it is for all other companies in the industry. During the year 2007, the American economy experienced a crunch due to the bursting of the housing market. This was the beginning part of the 2008 economic crisis, or recession, which had global effects (Åslund, 2010). Like any other industry, the UK airline industry faced a major setback, British Airways being one of the companies and there was a need to implement changes for long company survival. This paper is an analysis of the changes implemented by the British Airways in the period between 2009 and 2011, and the challenges faced...
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...Change Management in British Airways Name Class Affiliation Instructor Date Table of Contents Introduction 3 Context of the change 3 Evaluation of the nature of such changes 4 The change management strategy 5 The challenges and difficulties in implementing such changes 6 Change management model 8 Stakeholders 10 Managerial challenges 11 Overcoming resistance to change 12 Managing change 12 Conclusion 14 Reference 16 Introduction UK largest international Airline, British Airways, is among the leading airlines in the world, with one of the most extensive route network, running internationally (British Airways, 2010). The income of the airline has been on the increase with the profits for the period between 2007 and 2008 being a total of £8,753, which translated to 3.1% more than the previous period. Throughout its operating years, British Airways has faced different challenges, as it is for all other companies in the industry. During the year 2007, the American economy experienced a crunch due to the bursting of the housing market. This was the beginning part of the 2008 economic crisis, or recession, which had global effects (Åslund, 2010). Like any other industry, the UK airline industry faced a major setback, British Airways being one of the companies and there was a need to implement changes for long company survival. This paper is an analysis of the changes implemented by the British Airways in the period between...
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...I have chosen is British Airways, because of my interest in travelling. Also, I thought it’d be a very interesting and different company to choose and base my research on. British Airways, often shortened to BA, is the flag carrier airline of the United Kingdom and it is the largest airline in the United Kingdom based on fleet size. When measured by passengers carried, it is second-largest in United Kingdom, behind EasyJet. The airline is based in Waterside near its main hub at London Heathrow Airport. A British Airways Board was established by the United Kingdom government in 1972 to manage the two nationalized airline corporations, British Overseas Airways Corporation and British European Airways, and two smaller, regional airlines, Cambrian Airways, from Cardiff, and Northeast Airlines, from Newcastle upon Tyne. On 31 March 1974, all four companies were merged to form British Airways. After almost 13 years as a state company, British Airways was privatized in February 1987 as part of a wider privatization plan by the Conservative government. The carrier soon expanded with the acquisition of British Caledonian in 1987, followed by Dan-Air in 1992 and British Midland International in 2012. British Airways is a founding member of the Oneworld airline alliance, along with American Airlines, Cathay Pacific, Qantas, and the now defunct Canadian Airlines. The alliance has since grown to become the third-largest, after SkyTeam and Star Alliance. British Airways merged with Iberia...
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...cases we are put on the front lines of the change, whether it is gathering requirements from skeptical stakeholders to supporting the review of a solution that was put in place too quickly and is now meeting strong resistance. In order to get our jobs done effectively in such situations, we need to understand how change is perceived by individuals and know how to help guide people through change within the context of our role. All Change is Personal In order to help people work through changes, we need to first understand that change occurs at the individual level. The overall organizational change that occurs is a result of the changes made by each individual. Every person will react to the same change in a different way based on their culture, worldview, understanding of the change, relevance of the change to their work, what is currently going on in their lives and other factors. On large change projects you might not be able to get a full picture of why each person reacts negatively to a change, but it is important to realize that often it is not about the nature of the change itself but it could be for many...
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.........................................................................................5 LO2.................................................................................................................................8 HRM process..................................................................................................................8 Roles in SHRM..............................................................................................................9 Development and implementation of HRM strategies..................................................10 LO 3...............................................................................................................................12 Range of HR strategies for British Airways..................................................................12 LO 4...............................................................................................................................15 Contemporary issues in...
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...Q1. Leadership may seem easy to define, but however it is very difficult to give a solid and sound definition to leadership. The reason for this is that the concepts and interpretation of leadership differs from person to person, and organization to organization. Every person and organization has their own idea and definition on how a good leader should be (Cherry, 2011). However as a general definition, leadership is the ability or the power to lead others or a group or an organization. However this is a vague definition of leadership. To define leadership we need to identify the environment and the organization in which the concept is applied. “Leadership is inspiring others to pursue your vision within the parameters you set, to the extent that it becomes a shared effort, a shared vision, and a shared success” says Steve Zeitchik, CEO of Focal Point Strategies To understand more about the concepts of leadership it is essential to know more about the leadership theories that exist. Like leadership itself, leadership theories are hard to define. There are so many different theories of leadership exist. However most of these theories can be classified under the following set of leadership theories. Great Man Theories Great man theories state that leaders are born not made. In other words leaders are somewhat considered heroic. This implies that the ability to be a great leader is inherent. It is called the Great ‘Man’ because primarily leadership was considered...
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