Case Study: Organisational Development

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As a means of accurately comprehending the issues in this case it is essential that analysis takes place using a range of managerial perspectives in relation to the implementation of change in order to understand the deficiencies in BA management’s implementation of change. A classical Organisational Development (OD) approach is focuses on changing attitudes and behaviour whereas in this case focus was solely upon improving effectiveness of organisation. According to this perspective BA disregarded several key steps in implementing this change as no feedback was gathered from staff. The OD practitioners in this case have ineffective intrapersonal and interpersonal skills as management have failed to gain the trust of its employees and do not display personal integrity. In relation to a sense making perspective BA did not understand that the change they intended to implement needed to have plausibility in the eyes of employees. Hence management’s approach to abandon talks over the introduction of smart cards and announce their forced implementation at just five days notice [ (Palmer, Dunford and Akin 2009) ]. BA did not effectively convey to positive plausible aspects of this change as employees still thought that the system would be used to make staff alter their working hours at little notice [ (Palmer, Dunford and Akin 2009) ]. Common to various change management approaches are that they highlight the need for communication to be not just about passing on information but allowing different voices to be heard. BA by abandoning talks with unions and employees and also in the lack of provision of appropriate information to their American customers during the strike demonstrates an inherent incapability of BA management to convey information effectively [ (Palmer, Dunford and Akin 2009) ]. Also apparent in this case is the lacking of one strong leader of multiple leaders not one person in BA’s management structure took control of the situation and it seems that...
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