Week 5 Mgt 351
British Airways Case Study
MGT351-1
British Airways Case Study
1. From each change perspective, what are the key issues to understanding the wildcat strike? From an OD perspective, the leadership at BA failed in a number of areas. They did not communicate properly, they ignored the temperature of the relationship with employees, and they were shortsighted in implementing the change. This was evident in the lack of sense in implementing a change at the front of the busiest season of the year. They did not properly manage the change and in fact ignored most all areas of change management: they did not prepare employees, they did not communicate, they did not nurture employees through the change, nor did they reinforce the change and the reasons for it. From a contingency standpoint – they did not have one. As a result, customers suffered and the company lost millions. Their processes were ineffective and upper management was not informed enough to understand the consequences of their actions. 2. Assume that you have been retained as a change consultant by BA management to advise them on how to avoid such a situation in the future. What lessons emerge from each perspective and what recommendations would you draw from each in constructing your advice to BA management? If appropriate, role-play the presentation of this advice to senior management of BA. Me to leadership at BA: “In the future, I recommend you work to get the pulse of 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. If possible, allow employees to be a part of the decision making process in the form of
MGT351-1
British Airways Case Study
1. From each change perspective, what are the key issues to understanding the wildcat strike? From an OD perspective, the leadership at BA failed in a number of areas. They did not communicate properly, they ignored the temperature of the relationship with employees, and they were shortsighted in implementing the change. This was evident in the lack of sense in implementing a change at the front of the busiest season of the year. They did not properly manage the change and in fact ignored most all areas of change management: they did not prepare employees, they did not communicate, they did not nurture employees through the change, nor did they reinforce the change and the reasons for it. From a contingency standpoint – they did not have one. As a result, customers suffered and the company lost millions. Their processes were ineffective and upper management was not informed enough to understand the consequences of their actions. 2. Assume that you have been retained as a change consultant by BA management to advise them on how to avoid such a situation in the future. What lessons emerge from each perspective and what recommendations would you draw from each in constructing your advice to BA management? If appropriate, role-play the presentation of this advice to senior management of BA. Me to leadership at BA: “In the future, I recommend you work to get the pulse of 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. If possible, allow employees to be a part of the decision making process in the form of