Changing the Culture at British Airways

Changing the Culture at British Air authoritys 1. Problems you identified from the case Macro The first problem changing the socialisation at British Airways was the merger of the BOAC and BEA. In 1971, the Civil Aviation carry became law and the board was to control policy over British Airways but both BOAC and BEA remained autonomous, each with its own chairman, board, and chief executive. This caused a split inside British Airways byout the 1970s and in the mid-1980. The second problem BA faced was the threat of privatization. In 1984 the government passed legislation that do BA a public limited company.The third was productivity was bad compared to new(prenominal) leading foreign airlines. The fourth was poor portion. Poor guest help to the employees and clients led to reduced passenger numbers and high fuel costs. This created a reduction in profit (Jick & Peiperl, 2011, pp. 25-29). Micro The first problem BA had that is non obvious was the neuter in the organization and assimilation. in that respect inquire to be a more than(prenominal) institutionalize alteration. New culture fosters a strong commitment to service. Also, the lack of unity and loyalty caused the airline to not be focused. There was a lack of recognition.This caused a lack of unifying(a) corporate culture. Also, training inevitably for worryrs were needed. Organizations need to change to adapt to the changes inside and outside the organizations (Jick & Peiperl, 2011, pp. 28-35) 2. Causes BA will surrender these problems because they merge two companies with very(prenominal) different dash of management, government regulations. They lost millions because of the mindset the management had which questioned why the need for change if were making a profit. The lost was wide also because people were operating effectively and not efficiently.They believe that if youre providing service at no cost to taxpayers then youre doing wellspring and the cost of paying a high pric e for advance technologies. There was not enough management time devoted to managing the changing environment because it was each(prenominal) focused inwardly on resolving industrial traffic problems, on resolving organizational conflicts. Both companies had through with(p) its share of pioneering. BA necessitate to be reorganized to have shared desires. This resulted in a financial crises and downsizing of employees (Jick & Peiperl, 2011, p. 35). 3.Organizational Systems Affected Structural The Leadership indicated that BEA was concerned with create an airline infrastructure than it did in profit. This was reflection a de-centralized leadership style and BOAC was concerned with the jet airliner which was focusing on the task. The merger caused BA to be very controlled with a lot of rules and regulations. Privatization by the British government made BA a public limited company. (Jick & Peiperl, 2011, pp. 26, 34). Psychosocial Employees expressed their pleasure on being treated with respect.When the merger took place, both BEA and BOAC will have to be loyal to each other and unite. A greater challenge is to change the mindset of employees at all levels. The mindset is a shared way of thinking and behavior in spite of appearance in an organization. They are reflected in judge behaviors and attitudes. The mindset becomes very powerful in gaining unity and focus within the organization. It provides a common focus and increases the intensity of the go away being done (Jick & Peiperl, 2011, p. 39). Technical BA will have to cut cost and jam customer service.The technological innovation plays and important role. If everyone works together there would be a more cohesive environment and the ability to manage change. When other airlines were not considered and competition was not a factor, BA was prospered economically but there were no satisfaction with customer service (Jick & Peiperl, 2011, p. 26). BA need to encourage workshops was great within the organ ization, having done this customer assessment of the competitors allowed the employees from thinking more about the internal company policies and practices and more time interacting with the customers.Customer may become involved in product design. The more interaction between the customer and employees, the more a customer views is reflected on the organization (Jick & Peiperl, 2011, pp. 40-41). Managerial BA Managers would have to be very proactive and have a need for change. They made Lord King the head in 1981 and he recognized that a major cooperate change was needed. The leaders at BA must manage through principles. A change was needed in the culture. The leader must articulate and pass by the principles to be successful (Jick & Peiperl, 2011, p. 9). Goals and Values The BA would have to have guide to its customers, investors encourage a shared plenty and values, enable employees to act by encouraging greater cutomer and cost consciousness, adaptability initiative, account ability, and teamwork. To accomplish these goals, managers will have to gravel the way (Jick & Peiperl, 2011, p. 50). 4. Alternative Solutions One alternative solution to changing the culture at BA is to not resist the change and take an untraditional approach.The greatest effort would be overcoming the mindset of employees at all levels of an organization. another(prenominal) alternative is managers dont have to micro-manage. It creates a negative environment. BA focus was primarily on cutting cost and driving customer service. This is a difficult challenge. BA would have been more successful if they would have put the people before the task (Jick & Peiperl, 2011, p. 39). 5. Recommendations and Implementation Plans BA needs to change to adapt to the changing internal and external environment through a restructuring of their organization.They should start out there merger with a vision statement and uniting as one complete team. They need to die hard with the times, out with the o ld and in with the new. With the globalizations and technology, organizations have moved from mechanical to a gradual approach. The mindset of the employees at all levels of the organization need to be changed. BA also needs to analyze their organization through the look of the customer perspective. The more interaction between customers and employees the more a customer perspective is instilled within the organization.There need to be work-groups such as self-manage work teams. BA needs to be reflexive and learn from their past (Jick & Peiperl, 2011, p. 42). learn needs to be implemented. There must me a willingness to change for all employees and managers. BA will have the ability to become re-energized and meet the needs of the customers through innovation and being resourceful (Jick & Peiperl, 2011, p. 50). References Jick, T. D. , & Peiperl, M. A. (2011). Managing Change Cases and Concepts, Third magnetic declination . New york McGraw-Hill Companies, Inc..