A summary report on the change policies and problems in BA 2009-11
Change management is a systematic method to coping with change from the organisational level and individual level. For an organisation, change management means defining and implementing process and technologies to deal with changes in the business environment and to gain benefit from the consequence.
The objective of this report is to demonstrate the change policies and problems in British Airways 2009-2011. In recent years, British Airway suffered fiercely challenge since 2009. In 2008, British airway losed lots of money from purchase Heathrow Terminal 5. Moreover, the raising global oil price also lead British Airway row cost rising. The company has to change the management to pass this worst situation. The long-term dispute centres on its desire to cut costs on most flights and limiting wage increases in many cases. And then BA announced a two-year pay freeze from 2010, put forward the new contracts on low rate pay for new hire employee and reduce operation costs. Thus this main issue resulting the two years long labour disputes between with cabin crews and the change programmes which conducted by BA’s top management.
The triggers of change
The triggers, also known as the trigger events, it is defined as the situation which could take on the catalysts within organisational learning. (Akbar, M, 2011) Triggers act as a kind of motivation factor which stimulate organisation to move forward to response the changes of internal and external environment.
In the contemporary management, there are numbers of triggers influence the change of the organisation, regardless of the internal or external of the triggers. The triggers for BA’s change caused from several external elements, which are rise in fuel prices, global economic slowdown, increasing government taxes, strong competition, and high landing cost.
Resistance to change and strategies dealing with it
Resistance to change can...
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