Models Of Strategic Change That Is Appropriate Management Essay

mannequins Of Strategic Change That Is Appropriate Management Es recountLewins win over feign is the provide personate for the British Air authoritys strategic throw. According to this exemplar, the initial step of any motley providedt on it to unfreeze the sure figure of speech of behaviour as a modal value of managing opposition to the change.On the fundament of the organizational level of change studyed, much(prenominal) unfreezing may assume on the individual level by selectively promoting or terminating the employees and on the geomorphological level- by developing highly experiential training, providing data establish feedback on how employees feel about certain prudence practices. Each of these interventions is planned to wanton away organizational members address that levels necessity for change.The next step, movement, involves making the definite changes that exit shift the organization to any impudently(prenominal) level of response. On the indi vidual level, we would anticipate to see hoi polloi behaving in a disparate way, perchance representing spic-and-span accomplishments.At last, on the interpersonal- room level, we would anticipate to see personal manner patterns that indicate better interpersonal hope and less dysfunctional interactions. The last stage of the change mathematical process which is refreezing involves stabilise these This stage may involve redesigning the organizations employment process in effectuate to increase the likelihood of hiring appli fecal matterts who look at the organizations refreshful worry style.LO1.2 Discuss how your chosen strategic change model is relevance British Airways in theCurrent economyMarkov models and Monte Carlo simulations rung replacements can be employed along with the Delphi technique, for strategizing change. The application of Kurt Lewin is a varied plan of flak to hit issues governing the British Airways. Kurt Lewins three step of change in British Airways had both the positive as comfortably as the negative impacts on brass instrumental employees and its structure. The living pattern of behaviour, which is Unfreeze to leave office resistance to change was ordained and was effecting a persons behaviour. It includes the downsizing of work troops polity and shortened employees incumbency and excessively reduced the gradable levels. It in like manner charge functioning people and made the decisions to spread fast which resulted in a better carrying into action.Lewins second models bring forth highlight of top centering to bottom-line. Obviously, it change the inborn structure and system of the British Airways. It was overly complemented with the incentives to fool shock and a sassy instruction execution appraisal was introduced in pasture to all(a)eviate the change by placing the above systems in a behavioural pattern. It emphasized on customer pleasure and amalgamation of the entire squad up of people in the hierarchy.LO1.3 Discuss the benefits of your chosen strategic change models as interventionTechniques in British AirwaysBritish Airways today is the worlds most primary(prenominal) airline. Because of the internal and external pressures, BA was forced to adapt to as integrated culture, value and ac association mission in order to improve the organisations movement.Lewins model is the most all important(predicate) strategic change model for BA. The Unfreezing Stage reduces the hierarchical levels and gives more in weighence to working people and also al depressive disorders work to overprotect d peerless without any difficulty as a result the organisations performance is alter. In the past, retirement which is a policy to reduce employees was introduced in this stage. It was got a good response from many employees. There were major changes in British airways top instruction. The Movement Stageis the second stage of Lewins Model. In this stage, the company involved in buildin g any change to be real(a) which BA developed scheme and plans to bring the idea of the top way-level to the bottom-line employees. For financial support this stage, a number of internal British Airways structures and systems were altered like new bonus system and opening of Terminal 4 at Heathrow drome etc. The final stage is Refreezing in which the company had to alleviate changes by establishing systems which can make behavioral pattern in BA. For example, a new performance appraisal system was created to highlight customer service and promoter growing. BAs symbols were introduced to carry those changes.LO2 Understand issues relating to strategic change in an organisationLO2.1Based on the case study discuss why you approximate British Airways strike changeIn the 90s, that British Airways was sanitary-know as the worlds number one airline when it came to quality and customer satisfaction. Today the above mentioned statement would stand obscurity in itself as British Ai rways strategy seems to collect changed from a service foc utilise trade sector to one competing on value that the British Airways claim implemented in an attempt to deal with low win and the high operating be.Today all the organisations argon being all the time more challenged by change. Subsequently, they hurt to to be aw ar of the issues that force the destiny for change which means that the organisations call for a proactive approach to the strategic change steering.A cooperative and peaceful work environs is a key need in every organisation and strikes in the organisations also affects the good will and brand of the organisation. Strikes in any organisation imply that there is lack of proper discourse between employees and the buss which finally leads to growth of tension in the organisation climate. BA now need to adopt a strategy to ensure that strikes wont pass on and for this over-communication need to be done to check no involvement gets missed and the projec t manager and the employees moldiness study the value of compromise and work actively together in order to avoid any risk of bitter family which may give birth to a strike in the time to come.LO2.2 mensurate the factors that argon driving the need for strategic change at British AirwaysStrategic management is a set of managerial decisions and activities that determines the long-run performance of an organisation. It includes aspects such as strategy formulation on the basis of the current environment of the organisation, implementation of formulated strategy, and its evaluation and control. The organizational development custom is an approach to carry out organizational change with a spot to increase efficiency. A variety of employee appointment strategies atomic number 18 taken in to account, but there is minor confirmation for their legalness as a means of securing commitment and improved performance.Due to the incidents like the world(prenominal) slowdown in the travel industry and lower demand for bookings, that fuel costs rise sharply, costs of insurance going up in the BA saw the need for strategic changes in attracting the market. Strategic change is imperative mood for every business because it determines its supremacy in the market. A major strategy of airlines is alliances or merges. Alliances or merges ar a part of strategic management plan. Alliances are useful for any airlines to manage and preserve the business. This strategy was also adopted by the British Airways for better service and customer satisfaction. The prompt factor piece of ass alliances is long-term profitability. Their electric pig is for strategic reasons like accessing hulky markets and building hub-to-hub traffic etc.LO2.3 Assess the resource implications of British Airways not responding to strategic changeBritish airways have been affected by the change in technology, business trends, and economic trends. They have been slow to adapt to the changes match to the ever-changing world and this has become a major setback in the British Airways where they have lagged behind.The key chore for British Airways is the inadequate management strategies. Earlier, the company was doing amazingly easily with high profits. The companys reliability had grown tremendously in the transport industry as well and therefore it was termed as a company with class. Later on the troubles for the company led to its financial catastrophe due to lack of managerial strategies or we can say due to resistance to change.The change in the business trends is one of the briny causes of the poor management strategies as the customers have been varying their behaviours from the conventional habits they were apply to. Another main problem that is the root cause of the poor management strategies is the rise in fuel costs. Earlier in the past, the fuel prices were low and easily quantifiable. The times have passed by and the prices of the fuel today have sky rocketed whi ch means that the income have diminished and have now transformed to losses. Because of this reason, the management of British Airways is having management crisis due to resistance to change.Another problem is the competitors of the company. There were no competitors in the past to compete with British airways. Earlier, the company did not have any struggle but this all changed with the formation of new rivals in the industry for example- Easy Jet due to which BA faced a huge loss of customers and they started making losses.Technology is also a problem which has affected British Airways leading to its huge poor management strategies. The organization strategic change management has been not efficacious in solving all these entire problems.LO3 Stakeholders in developing a strategy for changeLO3.1 Identify a system involving stakeholders in the grooming of change at BritishFor Creating a stakeholder aware culture in the organisation a structured approach is needed, skilful managemen t is also essential. A structured process which is focussed on identifying the stakeholders, understanding their expectations and managing their expectations, monitor the efficiency of the stakeholder activities and continual review of stakeholder community can be used to achieve success in managing stakeholder familys. A stakeholder has a stake in the activities of the organisation. That stake may be an interest in the result or crossroad, an individual or group limitd by the work or the product which may be direct or indirect.As an unremitting upgrading process, stakeholder administration requires understanding support from everyone in the organisation ranging from the CEO to the employee to the short-term contractor. This ensures the concepts of effective stakeholder relationship management in the organisation.Management should have to recognise that success criteria of its organisation must be broader than the bottom line considerations-The only business driver is not only s hareowner value.-Organisations today need to think about complaisantly valuable behaviours such as sustainability and corporate social liability as an important part of their mission and goals.Many organisations followed the management ideologies of the bottom line. Above all, the CEO should be a hero and the shareholder value is supreme. Any kind of action mechanism that an organisation undertakes, whether it be operational, strategic or tactical, the activity can only be unbeaten with the input, responsibility and support of people- stakeholders. Attainment of and maintaining the support and loyalty of stakeholders requires a constant process of appealing the right stakeholders at the right time and obviously to understand and manage their expectations.LO3.2 Analyse the change management strategy of British Airways with stakeholdersSTAKEHOLDERSStakeholders are the persons or groups who are impacted by or can bring the success or failure of an organisations actions. They are th e groups or individuals who supply important resources.The Stakeholder Circle methodologyThe Stakeholder Circle is a five-spot step methodology which provides a flexible and structured approach to understand and manage relationships within and around the organisationsactivity. It is ground on the concept that the success of any organisations activities depend on the participation of the stakeholder community. With each of the activity a team is associated, oftentimes unobserved in many stakeholder troth processes like it appeared to be known as being imperative to the success of that activity. The outmost dance band references achievable stakeholders, those who may be important to the victory of the activity at the afterward stage.The methodology molds a concept that any activity of the organisation can only exist with the informed approval of its stakeholder community. Managing the relationships between the stakeholders community and the activity will augment the chances of the success. The community of stakeholders consists of individuals and groups having a different potential to influence the activitys result either positively or negatively. The team associated with the activity must develop knowledge about this stakeholder community. This information will help to define the suitable level and substance of communication required to affect stakeholders expectations and actions. The five steps are Identification of all the stakeholders. Prioritisation to determine who among the stakeholders is critical. Visualisation in order to determine the overall stakeholder community. Engagement through effectual communications. observe the outcome of the engagement.LO3.3Evaluate the systems used by British Airways to involve stakeholders in the cooking of change keystone stakeholder are the stakeholders with major impact on or considerably influenced by the work and where these interests and influence must be veritable if the work is to be thriving.The Br itish Airways stakeholders consist of the groups who are concerned in the British Airways business and that would be-British Airways Workers who want BA to do well as the company pays their mortgages.-BA shareholders who want BA to do well because they have featureion of the company and want their investments to increase.-BA suppliers as they make money by supplying the BA with goods and services.-BA customers as they want BA to do well so they can continue to use their service.STAKEHOLDER CIRCLE METHODOLOGYIt is based on the concept that the success of any organisations activities to achieve its objectives depend upon the involvement of the stakeholder community. All decisions of the relationships are made from the point of view of the project manager. team up surrounds the activity which at times is overlooked in many stakeholder engagement processes. Surrounding the team there is stakeholder community that, at present time, is identify as the important factor for the victory of any activity. The outermost circle is of potential stakeholders those who are/will be polar for the projects success at later stages.LO3.4 Were there any resistance to change? If so exemptThe CEO, Willie Walsh of British Airways, has faced major industrial action when he implements a change programme intended to develop the competitiveness of the BA. British Airways illustrates the unfreezing-moving-refreezing social occasion of change. The changes at the BA faced the increased competition for example from the arrant(a) Atlantic Airways. Organisational change hence can be critical for the performance and the survival as well. BA is the largest UK airline. BA is the market leader but instead the low cost airlines can influence the decisions that BA makes. Boeing and airbus are the core BA suppliers.BA tries to keep a healthy relationship with the media in order to have good relation with the public. Stakeholder engagement British Airways has been important for many years. Networ ks of stakeholder relations exist within the Airways.In the BA change process, the time and attention change leaders spent on the unfreezing face is of particular note. When change leaders fail to see the unfreezing sort as a crucial and separate phase they often foregather problems. Resistance to change is likely to be strong without any translucent attention on the unfreezing phase and this ignorance towards the unfreezing phase is also the reason behind the failure of change efforts. There are two additional and crucial points. First is that the managers should not suppose all the change activities to occur in succession. Activities necessary in the one phase of the process may intersection point with that of the next phase. For example- The change leaders may be engaged in the activity of the moving phase while continuing to convince people to the requirement of change which is an activity associated with the unfreezing phase. Second is that instead of an individual a team of the change leaders should guide the organisation through a important change effort. The team can work more efficiently than a single person as there is too lots work like deciding how to better unfreeze people, vision development and its communication, generation of small wins, overseeing many change projects.Individuals of the team must possess knowledge related to all the problems needed for the change efforts and must have different point of view for various solutions. Leadership is also crucial in the context. The team necessitate individuals who are capable to lead the team efficiently and confidently. The team size is also a concern. Six may be enough for a smaller organisation while 15 or more may be needed in a larger one.LO4 Planning to implement models for ensuring ongoing changeLO4.1 How would you develop appropriate model for change for British AirwaysLewins change model, according to me, is the appropriate model for change for the British Airways. It is outlined a s below-Lewins Change ModelOrganizations tend to always work in order to maintain a steady state and this may help us to understand that why do organizations require external force to initiate alteration and why that change will be opposed.Organizational change can occur at three levels and the patterns in each level need different change strategies. The levels involveChanging the persons who are employees in the organization which includes changing their r skills, values, attitudes, and behaviour.Changing the organizational environment or interpersonal style which means that how open people are with one another, how the conflicts are managed and how decisions are taken, and so on.According to Lewin, the initial step of any change process it to unfreeze the current pattern of behavior as a way of managing opposition to the change.On the basis of the organizational level of change needed, such unfreezing may involve on the individual level by selectively promoting or terminating the employees and on the structural level- by developing highly experiential training, providing data based feedback on how employees feel about certain management practices. Each of these interventions is planned to make organizational members address that levels need for change.The next step, movement, involves making the definite changes that will shift the organization to any other level of response. On the individual level, we would anticipate to see people behaving in a different way, possibly representing new skills.At last, on the interpersonal- style level, we would anticipate to see behavior patterns that indicate better interpersonal trust and less dysfunctional interactions. The final stage of the change process which is refreezing involves stabilizing these This stage may involve redesigning the organizations employment process in order to increase the likelihood of hiring applicants who share the organizations new management style.LO4.2 Based on the case explain how you w ould plan and implement a model for change for British AirwaysBritish Airways used the same tools and faced the similar thing which others faced for their revival. They chose for manpower management and strategic movement. Future requirements of manpower were compared to that of the existing human resource. It identified skills and competencies. On the basis of the, the organization prepared a plan for developing the human resource strategy for preservation and remotion with compensation.A process driven mechanism ensued to collect competencies that are racy in the organization.In order to achieve its goals the British Airways undertook strategic functions based on enterprise and the objectives were to make the organization competitive. In the British Airways, skill obsolesce are a major factor in the organisation. It needs deep-seated actions to be performed. Any organization has two categories its knowledge set, intellectual people and skill-sets that are ensured with job defini tions. Overstaffing increase training cost and merchandise cost. It also affects values, morale and productivity. If an organisation wants to create an optimised manpower planning designs and then the following points are salient1. Delivery and allocation of manpower and reconciliation of demand supply.2. Human resource controlling.3. Introducing policies on succession, transfers and repositioning of manpower.Internal/ outer Changes in the OrganizationInternal/external changes in the organisation are fairly natural. They add to innovations of competitive strategy. External changes include change in the customer need and taste, amendments in government policy while internal change is related to product and service design innovation, appointment of reasoning(a) senior managers for fresh ideas in order to deliver better services.Amidst a set of fiscal problems, the only alternative that British Airways could take use to was a privatizationprogram. It had to sale government owned stakes to the private players. It influenced and improved theorganizational performance which was subjected to fierce competition.Lewins ModelThe model to be engaged for managing change is the Lewins model having three stages. The step one includes unfreezing which reduces the forces of change which maintains behaviour, identifies the need for change and the points that required enhancement. The step two consists of adopting movement for development of new attitude for the execution of the change and in the step three re-freezing is to be adopted in order to alleviate the change at new level.LO4.3How would you develop appropriate measures to monitor progress at British AirwaysKey Performance IndicatorsKPIs or Key performance indicators are the financial and non-financial measures which are used to assist an organisation to measure its progress headed for a colonised organisational objective.A key measure of companys success is customer recommendation. An onboard customer survey, Br itish Airways Global Performance Monitor (GPM) survey and a follow up online survey on the arrivals process which provides monthly insights into the views of the customer.British Airways expect big things of everybody working for it. It invests in new leadership training implementing comprehensible communication programmes and recuperating the way company supervise presentation in all the business areas by training and systems solutions.British Airways must attain a unendingly strong financial performance to keep on investing for the future success of the business and provide enough shareholder returns. The main way for measuring financial performance is Operating margin.http//thanabut.blogspot.in/2007/05/1-introduction-this-report-is-written.htmlhttp//www.zeepedia.com/read.php?the_nature_of_planned_change_lewins_change_model_case_example_british_airways_organization_developmentb=52c=7 (function() var scribd = document.createElement( bridge player) scribd.type = text/java script scribd.async = true scribd.src = https//www.scribd.com/javascripts/embed_code/inject.js var s = document.getElementsByTagName(script)0 s.parentNode.insertBefore(scribd, s) )() http//www.google.co.in/url?sa=trct=jq=the%20benefits%20of%20lewin%27s%20strategic%20change%20models%20as%20intervention%20techniques%20in%20british%20airwayssource=webcd=10ved=0CGkQFjAJurl=http%3A%2F%2Fwww.ncbi.nlm.nih.gov%2Fbooks%2FNBK43742%2Fei=RlMEUf7zC9DyrQfJpYDYDQusg=AFQjCNGFjP5000WlUvCFVexZLiT6ILiQNgcad=rjahttp//www.google.co.in/hl=entbo=dsclient=psy-abq=the+benefits+of+lewin%27s+strategic+change+models+as+intervention+techniques+in+British+Airwaysoq=the+benefits+of+lewin%27s+strategic+change+models+as+intervention+techniques+in+British+Airwaysgs_l=serp.34565.14668.0.15522.10.10.0.0.0.2.2517.4891.9-2.2.0.les%3B..0.01c.1.1E8XqHvQoJkpbx=1bav=on.2,or.r_gc.r_pw.r_qf.fp=39ca3a13ecaabac5biw=1024bih=637www.mcqueens.ie/modules/189/strategic-change-management.htmlwww.studymode.com/subjects/strategic -change-for-ba-page2.htmlwww.britishairways.com/careers/strategyandplanning.shtmlhttp//www.studymode.com/subjects/factors-driving-the-change-in-security-check-system-in-british-airways-page6.htmlwww.ukessays.com Essays Businesswww.britishairways.com/cms/global/microsites/ba/ceo3.htmlhttp//www.projecttimes.com/articles/6-strategies-for-better-pm-ba-relationships.htmlwww.guardian.co.uk Business British Airways