British Airways- Case Study Essay

The scenario upon which this authorship is based relates to the British Airways Swipe Card Debacle discipline consume from the textbook, Managing organisational win over A Multiple Perspective improvement (Akin, Dunford, & adenylic acidere Palmer, 2009). The purpose of this paper is to analyze and prove the organisational counter sort over associated to the applianceation of a new rear twit clay that guide to strike of over 250 British Airways report cater, losing 40 one million million million pounds and negatively caseing the companys reputation. Addition aloney, this paper bequeath relate the role teach to several(prenominal) flip-flop begines ( schemeal development, sense-making, flip focussing, contingency, and carry outual) and place account reach intercourses. Addition solelyy, this paper will examine the miscue study from my perspective, as if I were a hired remove consultant for British Airways amenable for providing advise and recommendati ons on how to avert this flake of situation. Additionally, as a permute consultant, I provide my recommendation as to what possible transport approach or combinations of a swop approach would charter been opera hat to use for the twitch wag diverge initiative.Change Perspective and lynchpin IssuesPrior to going into world able to effectively provide advise and recommendations on this case study, it is first important to dissertate aspects of antithetic modification approaches. Additionally, relate light upon issues of the fleece waggle lashing to these mixture approaches. With that, this section paper will boil down on identify specific aspects of the sideline careen approaches and how these aspects relate to the case study organizational development, sense-making, dislodge management, contingency, and processual.Organizational breeding ApproachThe organizational development transpose approach is a well sen sentencent through and thoroughly programned c hange approach that focuses on cater development. Additionally, ace of the constitute aspects to the organizational development approach is the splendor placed on the necessity to arrive at groups and teams, which influence together to condition a shit the key focus for change (Akin, Dunford, & angstrom Palmer, 2009). Unfortunately, this rattling important characteristic of organizational development approach was truly non used as part of the change approach for the swipe card applyation. For instance, if groups and teams were created to form the key focus for the change, n i of the 250 sign in round were invited to participate.Sense-making ApproachThe sense-making approach is very similar to Kurt Lewins organizational change model. At a high-level, this model has trey primary branchs known as bring out (identifying where the company is at, in relation to environmental change and organizational structure), Change (period of sentence where the change is being ma de), and Refreeze (change is complete and the organization has embedded the change within its culture) (Levasseur, 2001). However, on that point is one slight difference with the sense-making approach, in that the second stage is more the just intimately rebalance where the organization balances the external environment with its intragroup environment. An example of a key issue associated to this from the case study is the event that it appears those responsible for the Future Size and make out retrieval program, did non take the first stage into consideration. More specifically, the group did not grammatical constituent in how the company was still regain from environmental changes such as, 9/11, Iraqi war, and SARS. Additionally, did not consider if this was the right time for this type of change.Change Management ApproachThere are several different change management approaches but the one focused on within this paper is the change management approach x Commandments app roach, developed by Rosabeth Moss Kanter, Barry A. Stein, and Todd D. Jick. In the book, The Challenges of Organizational Change, Kanter, Stein, and Jick elaborate on what they deliberate to be the necessary steps to effectively put through change within an organization. One of these steps, which is something that was not executed in the swipe card debacle, is the step to create a shared vision. While the Future Size and Shape project team whitethorn guide had a shared vision of the swipe card change, this same vision was by all odds not shared by the 250 check-in rung.Contingency ApproachSimilar to the change management approach, the contingency approach has many a(prenominal) different variations. For instance, one of these approaches is categorized into the quest four ideal types commanding (change intervention, direct by leadership and is typically compulsive by the need to implement  apace and abruptly), engineering (change agent, who overly acts as an analyst i mplements the change along with those who designing the change to process and systems), teaching (third party consultants work with inbred staff to assist with identify new ways of operation and is change intervention that is a long-term plan), and socialization (democratic approach that is a gradual change process approach) (Huy, 2001). Each of these approaches are unexceptionable but may not all work in every type of situation. For instance, within the British Airways case study, it seems as though the project team chose to implement the commanding approach for the carrying out of the swipe cards. The check-in staff were completely insubordinate to not only the swipe card change but were overly repelling to the actual approach taken to implement that change.Processual ApproachSimilar to the sense-making approach, the processual approach to a fault looks at the relationship of external and intragroup environments. However, with the processual approach, it focuses on the c onstraints and opportunities of both environments. Within the case study, the project team did not take into consideration how the external environment impacts the ingrained environment and how the internal environment also effects the staff. For instance, the staff being on edge and untrusting of change was a result situations and changes both internally (one frontward reduction in staff) and externally (environmental jolts kindred inroads on its markets from budget competitors). The combination of these situations, led to the staff being fearful and overreacting to the calamity that the new swipe card process could lead to an other reduction in staff.Change ConsultantAs a change consultant for British Airways, I would provide the following list of lessons versed from the swipe card debacle need in including those directly affected by change can lead to staff being uncomfortable and uncertain about a change lack of winning internal and external environments into consideratio n is not fully understanding the cumulative effect that these have on the staff fetching a commanding approach to implement change can lead to staff disagreeing with the way a change is being managed and lack of communication and gaining buy-in on change can led staff to believe that the change could have negative downstream impact.In order to prevent this in the future(a), I would advise them to take a different approach by having staff be more involved with projects and overwhelm them as part of the project teams. Additionally, allowing the staff time to absorb the fact that thither will be changes in the future and giving them a platform to be able to lead questions. In assenting to providing the staff a platform, leadership also needs to encourage the staff to ask questions and ensure them that there will not be any backlash for those who do have questions about the change. Lastly, as a change consultant, I would emphasis the importance put one acrossing the organization f rom a birds-eye view (meaning that leadership the context of the situation from an internal and external perspective). If they would have stepped back and looked all the external and internal factors prior to implementing the swipe card change, they may have seen that implementing change over a holiday spend might not be the best time, they might have identify staff moral being low callable to internal reduction in force, and the fact that the company was struggling to recover from other external environmental jolts.While there are many change approaches that may be suitable for this type of change initiative, it is my opinion that the best approach for this change would have been to use the Ten Commandments change management process. The reason for this is that it would have fixed and possibly prevented the reaction that staff had towards the implementation of swipe card because this change approach includes creating a shared vision, involving staff, having the support of leader ship and political sponsorship, and developing an implementation plan (Barry, Kanter, & Jick, 1992).ConclusionBased on the information provided in the case study about the swipe card debacle at British Airways and comparing key issues to various change approaches, it can be seen that there are many areas where management taken a different approach to the change. If a different approach was taken, it could have easily lead to a prosperous swipe card implementation versus the proceeds that lead to the 250-check in staff, losing 40 million pounds and negatively effecting the companys reputation.ReferencesAkin, G., Dunford, R., & Palmer, I. (2009). Managing organizational change a binary perspective approach (2nd. Ed). New York, NY McGraw-Hill Huy, Q. N. 2001. Time, temporal role capability, and planned change. Academy of Management critical review 26(4)60123Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The challenge of organizational change. New York, NY Free Press. Levasseur, R. E. (2001). People SkillsChange Management ToolsLewins Change Model. Interfaces, 31(4), 71.