...Mike Steverson 2-5-2012 British Airways Case Study: I. Problem(s) you identified from the case a. Two things really, inefficiency and lack of motivation. They had power split up amongst all these separate airlines who were all competing to be the best part of British Airways instead of working together to achieve one powerful company. The recession and economy at some points made it hard to stay motivated and made people frantic and even more competitive within the company because of the threat of losing their jobs. They had way to many employees, outdated operation systems and lost all sense of efficiency. They had poor productivity and horrible customer service. They lost sight of the main goal and had to correct themselves or lose it all. b. This only takes one word. CULTURE. It was a complete culture clash come 1981. The consequences of culture become apparent in cross national operations, mergers, and acquisitions, where not only different organizational cultures but also organizational cultures rooted in different national cultures meet. When organizational members from diverse cultures interact and, especially, when one culture is required to adopt the methods and practices of the other culture, disruptive tensions emerge. II. Causes – Well, these differences in the culture, I believe caused costly result from the differences of the personnel. The employees of BEA described the BOAC staff as somewhat distant, and ill-equipped with their knowledge of...
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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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...1. The wildcat strike brought the disengagement and disconnect of the employees to the forefront, as well as the unbalance of power that management had, and the fact that a busy season was fast approaching. Employees were worried for their jobs because of the previous cuts that had been made. This exercise of power by management only lead to further discourse between them and employees. In addition, this was extremely poor timing because of the nearing busy season before which a major change gave workers sudden power (Palmer, Dunford, & Akin, 2008). 2. To management of British Airways: In the future, I recommend you work to get the heart of what’s important to your employees. It must not only be middle management that understands the barriers and frustrations of employees, but executive leadership should also be part of that conversation. When making changes it is important to examine the sense of the change: is this good in the long run or just a quick fix? Once that is know you must look at the impact of the change both from a cost perspective as well as a human capital perspective (Lawler and Worley 2006). If possible, allow employees to be a part of the decision making process in the form of meetings or other online communication and collect feedback from them because they are part of what make or break customer experiences and run the company on a daily basis. 3. The sense-making approach shows the change manager how various people in the change are perceived...
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...must cover: • A definition of strategic human resource management and a comparison of at least two models of strategic HRM • Reasons for the importance of HRM in organisations • Explanation and analysis of an HRM framework • Explanation of the HRM process and how strategies are developed • An assessment of the roles in strategic HRM This assignment covers assessment criteria 1.1, 1.2, 1.3, 2.1, 2.2, and 2.3. A bibliography must be attached. Assignment Two Case Study Read the information about British Airways. Carry out further research by reading the latest BA annual report and articles related to employee relations at BA. The suggested titles are not exhaustive and you should find further sources. British Airways British Airways was formed in 1974 from its predecessors merging. Theses airlines were the former BOAC and BEA. British Airways was known as the ‘flag carrier’ airline for the UK, meaning it was the national airline and owned by the state. This was the case until 1987...
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...Business Context Glyndŵr University Table of Contents Introduction: 1 British Airways: 1 Organisational background: 1 The industry: 2 PASTLE Analysis 3 Carroll’s four part model: 5 Demand and Supply: 7 Supply and demand in British Airways: 8 Price elasticity: 8 Conclusion: 9 References: 10 Introduction: In order to reach the maximum sustainable level of income and profitability in business, often analytical tools are used in the business methods. These analytical tools help to improve the effectiveness of the target program that is active and can help to show which areas of the business will be subject to refinement or applying again to the profit and loss account to maximize (Thrall et al 1954). According to Rizzello (1999), By addressing the business quantitative methods, management and recalculate a better understanding of the forces at work in their departments and in the business environment as a whole, in general the establishment of a higher level of control over all aspects of business. Many senior level executives concerned about increased investment in staff and systems to provide a comprehensive assessment to make. Ideally, the existing theories of the organizational and administrative arrangements are there to use environment as reliable guides for environmental activities. And therefore, a number of tests to assess the amount of the existing theory used by practitioners of the strategic environmental assessment and decision-making...
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... * With organizational development, the British Airways management unsuccessful circulated the information about the new procedure execution for the swipe cards. It is obvious that British Airways has issues in personnel with using the clock-in method. This issue certainly resulted in staffing issues with the company. In the case study it clearly shows that administration was very negligent in operating the company effectively. * Regarding sense making, British Airways choosing to use the swipe cards is a rational strategy because it will be successful in the long run. The swipe cards would ultimately protect the company from untruth workers and illegal entries for the company. * With change management the change was versioned as a successful policy and British Airways finally considered the changes essential. * Contingency, British Airways does have the option to replace the strike workers. The most common choice for management it to bring in a consultant who specializes in escalating aggressive unions and drive stabilizing the workplace environment. In the processual portion, the communal bargaining of negation was achieved. Discuss the change perspective that provides the best way of understanding the swipe card issue. This work force is already uneasy about their job security. Management implements a change that would allow every employee’s location to be tracked at all times. At the same time, British Airways wanted to embark on some new technology...
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...Journal of Financial Economics 43 (1997) 275-298 Privatization and efficiency: Industry effects of the sale of British Airways Catherine Eckel, Doug Eckel, Vijay SingaP Virginia Pohechuic lrrrliarv (Received ad Apill!?95; Swe Wm. final v&on &c&q. received VA 2UW. July US.4 1996) We analyze the etkt 04 privatization on the performance of British Airways by examining the privatization’s impa on airfares and competitors’ stock priax We find that stodc prim of U.S. annpetil9rs fell a sigoiticant 7% up00 British Airways’ privatb tion. imply@ expectation afa more annpetitive British Airways Closcx rivals d British Aimarn~agcPlcrdrcpinstoclrpiccthanmonctiwntrivakFurthcr. airfares in markets send by British Airways kll sigdcantly upon pcivatizatioo. The results suggest that a change from gov-mamm t to private ownaship improves economic __ -Ker nxmfx IEL Privatization; cfass@ctuionz G32; Ownership; L3k G38; Airlines Eritisb Airways L93 When a firm is privatiz& several factors change ownership changes from the government to private simultaneously. hands. !kcond, Firs4 the the firm’s --.. ._- .--.-l c orqmdmg author. This paper iu.5 bcnditai fran helpful fx3inmmI.s and kalbask from workshop participeDts 81 the Unbwsity d Arizwm, University of North Cardina at Chapel fJill. lad Virginia Pdytbnic Institute and Sate University. We agqxbate the ax~.~ructivc su~kms of Jobn Chahuax Lhvc Dmis Diane Desk. Rob Hansat. Murali Jaganaatban, Greg Kadkc. Dan Lem, Nancy...
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...Running head: British Airways 1 British Airways Swipe Car Debacle Christopher Michael Worthington MGT351 ~ Organizational Innovation and Change Colorado State University ~ Global Campus Dr. Demuth, Ph.D. March 6th, 2015 BRITSH AIRWAYS 2 Introduction The case study, British Airways swipe car debacle, British Airways (BA) introduced an electronic clocking in system that would record employees work start and finish times for their work day. The decision was made by management to introduced swipe card but, lack proper and adequate consultation with the affected staff members (Palmer, Dunford, & Akin, 2009). As a result, the BA staff held a twenty-four hour wildcat strike which caused BA to cancel its services to over 10,000 passengers stranded during the onset of their busy season. The lack of change management is apparent as management did not communicate thoroughly and reassure staff there would not be turn-overs and pay cuts. The changes in perspective, such as organizational development, change management, sense making, from the strikes are key issues to understand. Because all employees who operate the airline’s frontline employees were unintentionally not involved, the organizational plan to increase in efficiency by implementing the time card swipe system, resulted in a disaster, an employee walkout. BRITSH AIRWAYS 3 Changes at British Airways British Airways mission, strategies and goals of management, in regard to a swipe card introduction, was...
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...|British Airways (BA) is the UK’s largest international scheduled airline and amongst the world’s| |leading global premium airline | | | |[Type the document subtitle] | | | |[May 9, 2011] | | | |U10230366, U1008620 ,U0929909 | Table of Contents 1. Brief History of British Airways 3 The decision making process 4 British Airways uses the following information tools at its strategic level. 4 Executive Support System (ESS) 5 Senior management in BA use the following information tools. 6 Transaction Processing Systems (TPS) 7 Roles for Management Information Systems in British Airways 8 References: 9 Entity Relationship Diagram (ERD) 10 The Entities: 11 Entities and Attributes: 11 Entities and Attributes 2 12 First cut ERD Diagram for ELRSC. 13 Normalisation Diagram 14 Requirement Specification for the E L R C System 16 Use case Description for...
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...THE ROLE OF DIFFERENT APPROACHES TO MANAGEMENT AND LEADERSHIP HND Business Level 5 21rd June 2012 THE ROLE OF DIFFERENT APPROACHES TO MANAGEMENT AND LEADERSHIP AC2.1: Leadership Styles Introduction Concisely, leadership refers to the process through which a person manages to influence others in a coherent and cohesive manner so that they can accomplish a certain objective. Leadership practice depends on four factors namely leader, followers, communication, and situation. To a certain extent, leadership practice is closely related to management but there are certain differences that set the two organisational necessities apart. In the traditional thinking present in all organisations, leadership separates the roles of a manager from those of a leader. The rationale behind this is that managers are people who operate under control; they administer through focusing on already existing structures and systems. However, there must be a balance between both management and leadership demands for the optimal survival of any organisation. Both leaders and managers are vital for the positive performance and success of an organisation. Leadership skills model a way forward while management skills enable arriving at a set target. This means that striking a balance between leadership and management demands in an organisation requires an effective leader to carry good management skills and similarly, an effective...
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...Corporate Identity and Corporate Brand Alignment: The Strategic Positioning of British Airways in the 20th Century John M. T. Balmer, Brunel University, Helen Stuart, Australian Catholic University, Stephen A. Greyser, Harvard University. Abstract In this paper we explain the utility of adopting an identity-based view of the corporation using the diagnostic tool of identity management outlined in this article, “The ACID Test”. Using British Airways (BA) as an extensive case history we scrutinize and explicate how BA’s senior executives intuitively adopted an identity-based perspective as part of the strategic management of the carrier. Our analysis is corroborated by insights from the former CEO of British Airways, Lord Marshall, and also draws on our long-time association with his predecessor, Lord King. The overriding message from our work is that calibrating the multiple identities of the corporation is a critical dimension of strategic management. Introduction This article uses Balmer’s latest version of the ACID Test Framework which encompasses the added dimension of the covenanted identity. Previous articles on the framework include Balmer and Gray (2003), Balmer and Greyser (2002) and Balmer (2002). In our view there are six critical identity types that senior executives of modern corporations need to ensure are broadly calibrated with each other. Each is characterised by a distinct identity type, linked to a corporate-level concept that is of fundamental...
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...Green Marketing -A case study of British Airways By Daniel Szuster A Master Thesis in Culture, Communication and Globalisation at Aalborg University January 2008 Title: Green Marketing, a case study of British Airways Signs: 133.188 Supervisor: John Hird ----------------- Daniel Szuster Table of Contents Introduction 5 Methodology 7 The Meaning of Green 8 Introduction 10 Theoretical Framework 11 Background Information 13 Theoretical Framework 14 Green Marketing 15 Environmental management 15 Why green marketing? 17 Marketing defined and corporate social responsibility 22 What is Green Marketing? 25 Green marketing strategies 28 Implications for organisations 30 Green Consumerism 34 Consumer behaviour research 35 The green consumer 38 The green buying process 41 Influences on purchase and consumption decisions 47 Global Warming and the Impacts of Climate Change 49 Human caused global warming 49 The impacts of climate change 50 The opposition to human caused global warming 52 Background Information 53 British Airways 54 Past and present 54 Carbon Offsetting 55 Datamonitor’s SWOT analysis 58 The British Green Consumers 59 Perception and Attitudes in Relation to the Environment 59 Information on the environment 62 Solutions to environmental problems 65 SWOT Analysis 67 Strengths 68 Weaknesses 71 ...
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...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 organizations. It is responsible...
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...Information Systems Analysis: British Airways vs. EasyJet Name Institution Table of Contents Introduction 3 Main Body 4 Section 1: Information Requirements 5 Section 2: IT based Information Systems 8 Section 3: The Internet-based Information Systems 9 Conclusions 12 References 13 Introduction Information systems are particularly important for business establishments (Stair & Reynolds 2011). It is especially true for airline companies such British Airways (BA) and EasyJet. The nature and size of the two carriers operations ensure that they face particular challenges in communicating with all their stakeholders that include the shareholders, personnel, customers and suppliers. In fact, the need for the right information is made acute when it becomes apparent that the information is necessary to ensure control, coordination and decision-making support for the airline company. In response to that challenge, both BA and EasyJet have applied an extensive information management system that employs the most efficient and effective communication tools and strategies to transmit pertinent information (Google, 2013). For this reason, both BA and EasyJet have implemented an information system that uses the most efficient and effective communication tool – the Internet – to enable them transmit the right information to all their stakeholders. An information system refers to the data management approaches that a business entity applies. In the present time when...
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