Change Management in British Airways
INTRODUCTION
British Airways is one of the fastest growing airlines in the world. It has grown by its own leadership qualities and unique culture. Bob Ayling, Chief Executive implemented changes in the organization without getting support from its employees. He thought a change is necessary, even when BA was making record profit, because in the long run some decision has to be made. On one side he tried to raise staff morale by reinventing training programmes and by building a hotel at Heathrow just for staff members and on the other side he outsourced departments like maintenance, engineering and information technology to developing countries. This paper reviews leadership issues with reference to motivation and culture. This paper concludes with a significance that Bob Ayling's strategies and plans for change were in the right direction, but the way he carried out to achieve his objective were not accepted by employees or people around him. We take the impact of the leadership and management style of Bob Ayling and look at this in relation to motivation of employees.
"Leadership is the capacity to translate vision into reality" (Warren G Bennis 1995; cited by K Aswathappa, 2004)
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Leadership is interpersonal influence exercised in a situation and directed through the communication process, towards the attainment of a specified goal or goals (Tannendaum et al 1961 ; cited in K Aswathappa,2004)
Leadership styles and implications
Leadership style is the typical approach a particular person uses to lead people. Stated differently, the behaviour the leader exhibits during supervision of subordinates is known as leadership style. Style is to comprise of 2 distinct elements- The leader's assumptions about subordinates, and the leader's actual behaviour while interacting with the subordinates.(Luthens,1973).Leadership and management are two opposing styles of
British Airways is one of the fastest growing airlines in the world. It has grown by its own leadership qualities and unique culture. Bob Ayling, Chief Executive implemented changes in the organization without getting support from its employees. He thought a change is necessary, even when BA was making record profit, because in the long run some decision has to be made. On one side he tried to raise staff morale by reinventing training programmes and by building a hotel at Heathrow just for staff members and on the other side he outsourced departments like maintenance, engineering and information technology to developing countries. This paper reviews leadership issues with reference to motivation and culture. This paper concludes with a significance that Bob Ayling's strategies and plans for change were in the right direction, but the way he carried out to achieve his objective were not accepted by employees or people around him. We take the impact of the leadership and management style of Bob Ayling and look at this in relation to motivation of employees.
"Leadership is the capacity to translate vision into reality" (Warren G Bennis 1995; cited by K Aswathappa, 2004)
-
Leadership is interpersonal influence exercised in a situation and directed through the communication process, towards the attainment of a specified goal or goals (Tannendaum et al 1961 ; cited in K Aswathappa,2004)
Leadership styles and implications
Leadership style is the typical approach a particular person uses to lead people. Stated differently, the behaviour the leader exhibits during supervision of subordinates is known as leadership style. Style is to comprise of 2 distinct elements- The leader's assumptions about subordinates, and the leader's actual behaviour while interacting with the subordinates.(Luthens,1973).Leadership and management are two opposing styles of