CHANGE MANAGEMENT IN BRITISH AIRWAYS

Change Management in British Airways

Abstract

In this report I will explore the ongoing and accessible opportunities for changes in policies, which helps British Airways (BA) to anticipate and overcome the challenges faced by a have a job, cultural, structural, etc. Also identify these problems, I will be able to recommend approaches to change and long-and short-term basis. Moreover, I will be able to illustrate the value and benefit a substantial change in the organization, such as developing new measurement and executive management model. Other strategies Changes may include strategic alliances, reducing staffing levels, regularisation of the fleet, outsourcing and information technology.

Table of Contents

Chapter I: Introduction4

Chapter II: Literature Review7

Unplanned Versus Planned Change7

An analysis of British Airways8

McKinsey 7S Model12

External environment16

Porter's Five Forces Analysis On British Airways18

References24

Bibliography26

Internet sources31

Change Management in British Airways

Chapter I: Introduction

 British Airways - the largest international airline in the world, carrying a vast number of passengers from different countries to another. Also, the company - one of the most respected airlines in the world. International British Airways route network covers some 550 destinations worldwide. Airlines in the UK operates primarily on two grounds, located in London, they are - the airport Heathrow and Gatwick Airport. Although British Airways - one of the world's largest international airlines, it sometimes struggles to compete with American rivals, because they have tend to carry more passengers on domestic flights.

In 1996, Bob Ayling, the recently adopted from Colin Marshall as chief, he continued an active management culture of the company and talked about his staff:

"I want them to feel inspired, I want them to feel optimistic, I want them to feel that this is a good place to be" (Dangerous Company, BBC2 April 2000).

Vision Bob Ayling change was so ambitious (do better and better, never enough for him), Ayling acquitted himself in saying that he had a long-term vision, and, attach daily. Although the duration of stay before Ayling became as a leader, BA has been very well managed and profitable company, and is considered as a favorite airline in the world. But as a thinker leader, he was made radical changes, for example, to reduce the principal heavy senior management of the company from 25 to 14. After that, he gave the four goals of the front board, based on the existing success of the BA: firstly, to sustain the BA as a 'favorite airline in the world, and secondly, to continue to improve service customers in a more demanding environment, and thirdly, to expand the reach of BA through the alliance and marketing agreement, and fourthly, to continue to improve management, to be the best company, which operated in Britain .

 The main objective Ayling approached to reduce costs to the organization as well as appearance. Ayling said that BA needs a second revolution. Initially, the vision of Bob Ayling changes and strategy was correct, but its implementation to achieve his goals have not been loved by employees or people around him, this led to the de-prompting officials and demoralization.

 Before the change management can be described, it is important to ...