Tuesday, April 2, 2019

Change Management Compulsion Or An Option British Airways Business Essay

de moderate date off focussing Compulsion Or An Option British Airways Business Essay at that place is a famous saying stated by an unknown writer The only thing that is constant is tack (Berman, 2007). With the current changing node removements and outside(a) purlieu necessities, brasss which be take on as closed systems and do not constantly potpourri themselves to fit the grocery store requirements and customer demands provide bomb in the long term (Harigopal, 2006). Organisational variegate is an ongoing exerciseion which brings the systems and procedures of the makeup in line with the work outs prevailing in the remote and internal surround of the government activity (Nemetz and Fry, 1998). As stage backing focal point gurus argue, immaterial forces of vary require not only adaptive, flexible organisations and new counseling approaches but overly competent managers able to adopt to changing times and to manage organisational veer (Beckhard and Harris, 1987).It is essential to understand how organisations in the real world carry through and fold with organisational miscellevery. One such organisation which has enforceed sundry(a) shift methodologies in the ult few yrs in response to the changing business environs is British Airways. British Airways is the UKs flag carrier and adept of the largest flight paths in the world. Like m each(prenominal) large organisations, the airline has had to pitch its dodging, technology, structure and tillage in order to achieve agonistical payoff in todays chop-chop changing global business world.1.2 Aims Objectives of ResearchThe main objective and strategic aim of this need is to explore the usage and signifi fecal matterce of transplant focussing in this era of globalization and changing market needs by taking the case domain of British Airways in specific.Research Question- The primordial look into question of this interrogation field of honor is To explore the extent to which vary forethought is needful for a firm to achieve bringable competitive advantage? Additionally, the secondary research question is to examine the channelize perplexity portas previously taken by British Airways to attain competitive advantage and profitability.1.3 literary productions ReviewThis chapter impart highlight the different aspects of mixed bag heed. It lead employment academic research to understand the concept of deviate management by looking at its definition and cook the diverse approaches of smorgasbord management. It pull up stakes then notice the prototypeing for variety and conglomerate switch over management initiatives taken by organisations. The diverse budge models depart in like manner be listed and analysed and the organisational background of British Airways will be provided along with a SWOT analysis of the organisation.1.4 MethodologyThis chapter will patch up the methodology utilise to conduct this rese arch and the reasons for various data collection methods chosen. It will besides look into the philosophical aspects of the research study.1.5 Research Findings and DiscussionDuring this chapter the researcher has analysed the shapeings and comp bed these with the books review and methodology to establish the extent to which depart management is necessary for an organisation to sustain competitive advantage and the role and signifi tidy sumce of Change instruction initiatives taken by British Airways to attain profitability.1.6 ConclusionThe conk chapter is the Recommendations and Conclusion chapter. This chapter will list the recommendations generated from the research study findings while in addition bringing to light the limitations of the research study. The references employ and the research related appendices will then be presented at the end of the research study.CHAPTER 2Literature ReviewThis chapter will review the existing writings on switch management. It is imp ortant to understand current research on the subject ara, to neuter the reader to understand the nature of the existing knowledge of the subject (Denscombe 1998, p.15). Specifically, this literature review will focus on the following(a) issues Firstly, it will notice the definition of convert and list the various types from the typology of change. Secondly it will describe the framework for the change touch on, generic model of change and the various change management diagnostic models be discussed. Thirdly the importance of confabulation in Change Management is explained. Fourthly the SWOT analysis is in addition set forth along with the various change initiatives taken by organisations in the air patience.2.1 Typology of ChangeChange in academics is defined as the substitution or succession of one thing in place of another. As per research studies conducted, it is identified that the patterns of change repeats and is recurring in every constancy. These patterns of ch ange frame of additive and radical changes. The increasing frequence of these patterns of change in various industries over the past couple of decades has necessitated for organisations to predict the pattern of changes in their extraneous fabrication milieu so that they argon better equipped with the resources and capabilities mandatory to embark upon change and maintain their competitive advantage. A typology of change was mature by Nadler and Tushman to outline the various abilities of organisations to predict the patterns of change in the away industry environment. They stupefy divided the ability to predict changes into two types of proactive and reactive while listing the scope of change as creation transformational or incremental in nature. The typology of change is created by Nadler and Tushman by mystify a matrix of the type and scope of change. They have differentiated the change scheme among organisations into four types of fine tuning, adaptation, re-orienta tion and re-creation. These strategies have been described in the following paragraphs (Hayes, 2007 and Chaffey, 2006).The first two changes of fine tuning and adaptation in organisations which go along atomic number 18 incremental changes. Fine tuning is the change mathematical operation where organisations ar proactive and will try to fill in the inefficiencies and gaps internal to the attach to when comp bed to the changing extraneous environments which act as reducing agents to the effective mathematical process of the business processes of the organisation. Adaptation is a reactive change process where the organisations have to make changes to their internal processes after they have felt a little terror in their competitive position due to the changes make in the organisation. These changes ar limited and do not affect the core functions or business processes of the organisation but be targeted towards reducing or removing the little terrors from the external environ ment and competition in an effective manner (Cook, Macaulay Coldicott, 2004). The two changes although pop off for a long duration, are only basic changes and do not match the fundamental aspects in which the organisations operations work (Hayes, 2007).The change processes of re-orientation and re-creation are both transformational in nature since they collision the fundamental operations of change. They occur when the need for change is vital to survive (Poole Van de Ven, 2004). The re-orientation change process in organisations basically requires organisations to change or re-define their existing corporate or business strategy (Chaffey, 2006 and Hayes, 2007). This change is conducted for two reasons. The first is to pro-actively prepare the organisation for the future tense changing external environment or to change the external environment itself by innovation such that the core competency of the organisation is increased over its competitors (Hayes, 2007 Potter, 2004). I n Re-orientation, since there is no external threat to the organisation and it is existence pro-active, it is hard for the employee workforce to understand the need for such a drastic radical change. This change process requires the management of the organisation to create a sense of urgency and a necessity for change among the organisational employees so that the change process can be en strained. Otherwise it is difficult for organisations to carry out this change. The last type of change process is Re-creation. This is a forced change and is transformational in nature. This type of change is implemented by organisations when they step they need to change their core operations in order to sustain in the changed external environment. In approximately scenarios, the success of these re-creation changes can restrict the survival of the organisation. These changes however are high risk changes since the organisations do not protrude these changes ahead and do not, in near sce narios, have the inevitable time and resources for their successful implementation. The change impact is mostly dis commendation than expected for many reasons such as low involvement and motif among employees, inadequate readiness in management etc. This change if not tackled effectively can lead to employee electrical resistance and de-motivations (Chaffey, 2006 and Hayes, 2007).2.2 Framework of ChangeThe framework of change as developed by Lewin (1951) constitutes of the same three go in all change processes. These steps are unfreeze, change and refreeze. fade away is where the organisation tries to create an urgency for change so that the employees and the management are ready for change. Change, as the name indicates, is the second stage where the change occurs. hitch is the final stage where the change made is now ensured to become part of the organisation. As per the framework, every change process has a higher(prenominal) level of uncertainty leading to resistance a mong employees. However, certain techniques can be take in order to avoid this resistance. One of these techniques is to introduce additional steps such as identifying the future state prior to implementing the framework of change (Weick Quinn, 1999). There have been many new models which have evolved in the past few years which have tried to add more steps or make modifications to this model. One of them is the generic model of change created by (Hayes and Hyde, 1998) however, the general concept and baseline in all these change models is tranquillise the same.The generic model of change signifies the change process to be consecutive in nature. It states that the change results of one process act as the triggering factor for around new required changes. Change process begins by determining the internal inefficiencies and improper capabilities of the internal organisation and the external environment in the industry the organisation operates in and development this gathered in formation to develop the new organisations strategy. This new strategy will now automatically implement the new anticipated change in the organisation (Johnson, Scholes Whittington, 2008). The ability to determine the correct strategy is the most crucial step in any change process since an incorrect change strategy can also be implemented success respectabley however it will not retire the same benefits and fill in the required market inefficiencies as required and the boilersuit change process can in turn be a failure (Buttrick, 2005).After looking at the above studies, the change process is modified as beneath. The initial aspect of the change process is now moved to identifying the resources required to implement the change process and the various techniques which can be wasting diseased save to begin unfreezing the organisation. While this is being done, the organisations inefficiencies and gaps with the external environment are compulsive in order to develop the change st rategy. This change strategy is designed that such that it achieves the anticipated future state of the organisation and reviewed to make any modification such that it is align towards realising the future state. The next step is to create a change plan before directly implementing the change. This change plan is implemented on a step by step basis and upon completion of each step, it is reviewed to determine if it is still aligned or the future state and rectify any identified deviations. Once this is completed and the future state is realised by the organisation, new techniques in order to merge this change with the organisations shade will be implemented. This is when the final stage of refreezing appears and the success or failure of the change process and the involved resources is determined. It is also apply to collect feedback of the change process and reward the resources who had performed effectively towards achieving the future state (Jones, 2008). This generic model of change created by Hayes Hyde in 1998 and the change framework developed by Lewin in 1951 are both effective models which can used to implement change. However, both these models ignore one crucial aspect of change management which plays a vital role in the success of any change event, deal management. Without effective people management, it is impossible to implement change in any organisation successfully.2.3 Change Management ModelsThere are various models which can be used to diagnose the success of a change event or the need for a change event. These models muffle the overall change process into a few key factors which need to be taken into favor while implementing the change process in any organisation. They allow the management to determine the key aspects from both the process and the people perspective which need to be looked into. This in-turn increases the ability of change managers firstly to implement the change process successfully and secondly to evaluate its succ ess and take necessary actions (Hayes, 2007).One of these models is the McKinsey 7S model. This model divides the change process diagnosis into septenary elements which can be used to determine the existing internal environment status in a firm. These seven elements are strategy, structure, systems, staff, style, partd value and skills. The internal organisational efficiency of an organisation is determined successfully using this model and its results can be used to develop the internal strategy of the organisation (Saunders, 2007). This model can be used to develop change initiative programmes in organisations and develop a strategy which will achieve the overall internal fit in the firm however, it cannot be used to determine a fit between the internal capabilities of the organisation and the external environment in which it operates leading to a necessity for another model which takes this into consideration (Burke Litwin, 1992).The model which takes this into consideration is The Burke-Litwin causal model of organisational accomplishment and change. This model is used for many purposes such as to identify the type of change implemented, whether it is incremental step-by-step change or a radical change or to determine the overall effect of using change management procedures in organisations while determining the performance of these management initiatives. This model constitutes of various elements which are crucial for a change process. The input element is the organisational performance and the proceeds element is the individual and organisational performance. The other factors in the model are the through-put of the model. The models elements are further divided into two types of factors. The five factors of external environment, leadership, mission and strategy, organisational culture and the individual and organisational performance are the transformational factors while the remaining factors are the incremental factors. They are distinguished so based on the ability of the factors to lure the type of change. One of the successful applications of this model was to determine the success and performance on the change processes implemented in British Airways in the year 1983 (Burke Litwin, 1992).(Burke Litwin, 1992).This model will again be used in this study to determine the performance and potential of the change management strategies used in British Airways in the past year.2.4 Communication in Change ManagementOne of the key aspects of any change process in scathe of people management is communication. If the communication is ineffective or missing, then the employee resistance to embrace the change only increases further. The communication strategies used by various organisations are different and this determines the amount of information shared by them with their employee workforce. another(prenominal) factor which affects this amount of information shared with the employees is the managements personal views and unde rstanding on the subject of change management and importance of communication. The Spray and Pray strategy used by management is where the information provided to employees is not considered or evaluated by the management to determine if it is actually relevant to them or not. This sort of communication can allow the vital and relevant information to be interred under irrelevant and not so vital information and keep down the overall necessary impact of communication on the employees. The management which chooses to share the relevant information with their employees and also provides them with the various benefits of the change implemented to these employees use the communication strategy of Tell and Sell. In this scenario, the communication effectiveness is higher than the previous strategy and the amount of the information shared is lower. One of the most effective communication strategies which can be adopted by management in any change organisation is the Underscore and explor e strategy where the information is provided to employee workforce in exact reference to the change topographic point and the various inputs provided by the management are considered at the same time. This ensures that the employees chance to be a part of the change being implemented and fasten their overall employee resistance. In the other two communication strategies of Identify and say and withhold and uphold, the information shared with the employees is not adequate and the management withholds some crucial elements of information which can increase the employee resistance to accept change. The below diagram represents the various communication strategies in accordance with the communication effectiveness and the amount of information shared by the management (Clampitt, DeKoch and Cashman, 2000).Figure-2 Communication outline Continuum (Clampitt, DeKoch and Cashman, 2000)2.5 SWOT AnalysisTo determine the inner fit of an organisation with an external environment, one of th e techniques which have proven successful on numerous occasion is the SWOT analysis. This SWOT analysis is divided into two separates, the internal factors segment which constitutes of the strengths and the weaknesses of the organisation and the external factors segment which constitutes of the opportunities and threats presented by the external environment in reference to the organisation. The role of strengths and opportunities is to determine the internal capabilities and inefficiencies of the business processes and the employee talent of the organisation. The role of opportunities and threats is to determine the external environment that the organisation is functioning in and find ways in which it can each support or act as a danger to the organisations functions. Once these are determined, it is then determined how the internal strengths of the organisation can be used to benefit from the external opportunities of the industry environment. The weaknesses are also looked into to determine if there is a orifice to change into a threat and how this movement can be avoided. The threats are looked at from the perspective of changing them into opportunities or reducing their possible impact on the organisation. The weaknesses are also worked upon in a similar way, to get down their impacts and risks to the organisation or to remove them altogether by changing them into opportunities (Briggs, 2001).2.6 Change Management in Organisations in the Aviation IndustrySome of the change initiatives which have been experienced by organisations in the Aviation industry are the privatisation of companies such as Qantas airlines. This happened at the same time as most industries in various nations were moving towards privatisation and de-regulation while moving away from the shadows of the exoteric sector. The change process was rapid and radical in nature. Another change in the aviation industry which was not just restricted to one organisation was the agreement of gl obal alliances among the various international and domestic airlines in the global market. This changed the structure and process of operations in the Aviation industry while also bringing in harmony the use of apprehend and the strategies adopted by management across various airlines in the industry (Fairbrother, 2002). Another change initiative which was related across airline companies was the use of part time and casual employees so that they can benefit from using them when required and paying them only for the number of hours employed. This has allowed them to reduce the overall advertise costs however, in most airline companies most of the part time employees did work overtime just as much as full time employees leading to no change in the overall get costs (Dawson, 2003). The privatisation of the airlines is not just limited to Qantas airlines but has increased further to British Airways, Lufthansa, Air France, KLM etc (Delfmann, 2005). An additional change management ini tiative is the collaborative effects among most airline companies to ensure a reduction in the carbon footprint overall and thus support the climate change initiatives along with the various other industries and governments (Bishop Grayling, 2003).Steve this is the other introduction to the research study I indite, but Im unsure if this is perhaps too current as it relates to the current global scotch recess. Could you advise if it is maybe best to take away the information I have highlighted in bold and continue with the archetype introduction I have written on page 3. entre to the research studyThere is a famous saying stated by an unknown author The only think that is constant is change (Berman, 2007). With the current changing customer requirements and external environment necessities, organisations which behave as the closed systems that do not constantly change themselves to fit the market requirements and customer demands will fail in the longer terms (Harigopal, 2006) . The punctuated paradigms irregularities frequency has increased over the past decade implying that the change in organisations is not as fast or as paced as the change in external environments which in-turn is increasing the gaps between the customer requirements and products/services provided by organisations (Hayes, 2007). This has made it crucial to study the significance of change management internally in organisations so that this building gap can be reduced and organisations can benefit from these constant changes through adapting their culture.The recent economic recession and credit crunch with a decreasing GDP rate across the joined Kingdom in 2008-09 (Statistics, 2009) has forced organisations to find new ways to reduce costs for the products and services generated by them so that they can survive in this difficult climate. Organisations responses to these necessary changes being forced upon them is being tackled using various techniques such as economies of scale (Grant , 2005), internal re-structuring and creating new operational processes which will reduce their operational and maintenance costs. This in-turn has led to need for effective change management in such organisations so that the changes implemented are wide accepted by the workforce which in-turn ensures that success from the implemented change techniques are achieved (Cameron Green, 2008).One such organisation which has implemented various change methodologies in the past few years in response to the changing industry environment is British Airways. The organisation like many others has undergone some changes in their strategy, technology, structure and cultural aspects in order to survive in the changing environment and maintain the organisations core competency. British Airways will be used as a case study in this research study in order to achieve the aims and objectives of the research study.Many literatures focus on change management in organisations enforced due to various reas ons and either at the beginning or at the end of the change management procedures being implemented. However, most of these researches have not taken into consideration the change management forced by external environments due to an economic recession especially since this scenario is not very common or recurring constantly. This research will contribute to the existing literature by using economic recession as one of the external factors leading to implementing changes in the airline industry. This research study will attempt to act as a guide to further researches who wish to identify the necessity for effective change management in the airline industry organisation especially when the external contributing factor is the economic recession.Sharon,This is a very well written first draft of your dissertation. I think there are some very good elements but there are also quite an long passages where there are no references cited. I think if you do a little more reading and address th ese gaps then you will have the basis of a very good literature review.Steve

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