Managing Change - Steering a Course between Intended Strategies and Unanticipated Outcomes - Case Study Example

? CHANGE WORK DIVERSITY by + Introduction The implementation and resistance of British Airways change programme can be analysed under the following paragraphs. This will begin by implementing better organisational structure for the British Airways that will also minimise employee resistance. Organizational Breakdown Structure (OBS) Organizational structure facilitates the process of production and management of human and material resources. An organization could be structured to make sure that each department runs autonomously, but also collaborates with others to achieve its objectives. The structural breakdown in an organization is essential in ensuring accountability of each department so that the areas of weakness could be detected and corrected early. This is important for the growth and development of the organization. Sometimes, various departments may initiate competition aimed at increasing the overall productivity in the organization. In such scenario, none of the departments would lag behind in adopting progressive approaches to develop the respective section (Bartlett & Beamish 2011, p.74). One could understand the kind of interdepartmental relationships that the organization has. For instance, the human resource, finance and production departments are very critical to the organization and have to work closely to make sure that the company achieves its objectives. Moreover, they have to relate to other departments so that the production system does not halt. The procurement department also works closely with the production and export counterparts to harmonize the production system. On the other hand, the IT department also works closely with that of training, research and development to increase innovation and improve efficiency. Finally, all the departments have to coordinate with security docket to ensure that the operation is not threatened from external aggression and internal conflict. Implementing a Resource Accountability Matrix (RAM/RACI) In project management, resource accountability matrix is a way of ensuring transparency in implementing the project. Accountability reduces the amount of resources being wastage because the managers would utilize the available materials prudently. It shows commitment of the managers as they implement the project and it outlines the materials to be used (Hochschild 1983, p.64). This makes such information available for the people affected by the project. The matrix includes a number of variables, which have to be applied in project management. For instance, the performance data during the project’s implantation is crucial when analyzing and presenting the achievements and steps made by the implementers. Similarly, project allocations are equally important when evaluating resource accountability so that the financiers might consider extending the aid or intervention. In order to ensure accountability, awarded amounts for each program from resource acquisition to its completion must be documented. This includes the cost of labor, procurement of materials and transportation cost. The contract period should be clear to facilitate planning and accountability for the available resources. This is significant because it facilitates the distribution of available fund equally during the project. Mostly, projects depend on the available funds to finance its projections, depending on the period it will last. Moreover, projects that cover large area are difficult to manage if the implementers are not conversant with the program units. Each unit must be accounted for, including its budget, accessibility and the kind of activity to be carried out there. Resource accountability matrix encompasses the management of the project materials and funds to ensure its successful completion (Bateman & Snell 2010, p.112). Analysis of the British Airways Change Management Plan In making sure that the British Airways achieves its change management plans, it has to consider the components such as planning, assurance, improvement, and control during the process of services delivery. This is very crucial in making the services consistent with the global standards. In essence, the main focus of change management is to incline the organisation towards the recommended service delivery standards and means of accomplishing its mission. Therefore, it involves the basic aspects of achieving consistency in the delivery of services to the customers. Furthermore, the various departments in the company adopted the planning through enforcing practical approaches such as training. This could help the management acquire skills in solving problems, which the customers faced (Korczynski 2002, p.51). Change is very necessary in an organization as it seeks to deliver competitive services. This is one of the reasons for the continuous struggle to adopt change in the organisation. As the organisation plans, controls and improves the quality of services, the consumers have to be assured of high quality and favorable outcome that satisfies their needs (Korczynski 2005, p.76). The criterion that the company embraced during change management is a direct result of the advancement in civilization. In managing change in the organization, the manager will be charged with the responsibility of reviewing and evaluating the entire production system. Therefore, change management should be done progressively. In addition, the overall evaluation of the organization’s output that results from the adoption of different means of production should be done frequently, perhaps in every three to four months (Fineman 2006, p.92). Change management also has to do with the increasing the company’s efficiency in the process of delivering services. Efficient system will make it easier to monitor the qualities and come up with workable policies to ensure that managing the operations becomes cheap. In the organization, efficiency movement was the main approach that the administration enforced to achieve the change management. In this regard, the organisation made sure that the services were standardized through adopting the new systems. Moreover, the organisation adopted the certain practices, which improved the value of its services since this would help in change management. For example, the organization’s management practiced new systems, which intended to facilitate its operations. In fact, the standardization mechanisms that the organisation carried out were considered as a strong foundation intended to achieve the change management strategies (Wouters 1989, p.98). In reality, change management cannot be realised easily without putting in place good and responsible leadership. In this situation, the organisation’s management had adequate knowledge that through dedication and leadership change, the process of adopting new strategies could not be sabotaged. As a result, the organization could effectively implement the intended change planning, improvement and control during the process of delivering services. Moreover, the organization had to put in place the kind of leadership that would be responsible for carrying out the new policies. In this regard, the company had to employ the leaders who possessed certain characters such as integrity, exceptional skills and high levels of experience in conducting their work (Bolton 2004, p.94). These were the main ways of making sure that changes, which the company adopted brought remarkable outcome. Implementation of work-life balance Work-life balance made the employees’ duties very simple and ensured that the workers had enough time to rest. The reason for this view is that through work-life balance, as provided in the UK law gives the employee are given adequate time to enjoy their annual leave, adequate time to work, maternity leave, paternity leave, Statutory sick pay, medical suspension, trade union membership, and time for dependant care (Crossan, Vera & Nanjad 2008, p.573). Essentially, legislation influenced the company management because it provided absolute authority for the managers to exercise some powers on the employees. Legislation is also important because it defined the relationship among workers and their families, thus it promoted employee relations. Therefore, the legal protection that an employee received as a family member was the issue that could bar them from getting annual leave, adequate time to work, maternity leave, paternity leave, Statutory sick pay, medical suspension, trade union membership, and time for dependant care (Edgar 2004, p.84). In order to effectively support good practice in managing employee relations, the worker’s activities have to be coordinated so that efficiency could be achieved (Demand Media Inc. 1999, p. 1). In addition, the efficiency helps in goal accomplishment. In this situation, the company used the three work coordination mechanisms, including informal communication, standardisation and formal hierarchy. When these forms of coordination are applied effectively at work, the company might minimise cases of workers unruliness. The other management skill that the company used was the enhancement internal communication. In this regard, internal communication was seen as effective and a better management approach in making the information available to all the concerned parties; leave alone the benefits and the monetary rewards, which the company offered to their employees (Balogun 2006, p.38). Under informal communication, the company applied a number of means, in making sure that the workers are informed appropriately. For instance, sharing information, encouraging teamwork and media-richness enhance information sharing among the workers. This improves the employee relations in the company and increases its productivity (Montgomery 2008, p.58). Under standardisation, the company has used a number of ways in coordinating the workforce. For example, the use of formal instructions, training and outline clear goals, which would help in achieving uniformity. Moreover, standardisation also leads to the manufacturing of quality goods acceptable globally. As a result, the employees learn to live and work with one another for the success of the firm (Lopez 2010, p.269). The company also uses formal hierarchy as a form of work coordination. In this case, it applies direct supervision where the where the workers’ performance is closely monitored by the supervisor who is his/her immediate boss (Kister & Hawkins 2005, p.59). Notably, the hierarchy ensures that the leader is directly responsible for the activities to the people below him/her, but answerable to the immediate boss. This practice is commonly used in formal organisations. However, the formal hierarchical system of work coordination is slow, costly and generally not acceptable to the young people. Therefore, the organizational structure and design that the company applied intend to improve its efficiency and effectiveness (Ogbor 2010, p.592). The use of teamwork in most of its department on matters of technicality is another way of improving the employee relations. The input of different people is very important if meaningful success has to be achieved by the company. For technical cases affecting the industry, teams and team working forms the best strategy for making conclusive and reliable decisions on the best course of action the company might take to avert a looming problem (Milgrom & Roberts 1992, p.52). In addition, teamwork improves efficiency in articulating duties. The reason being that, once the team has been assigned a specific duty, it would be upon each and all member(s) to make sure that every person does the required work with minimal supervision, thus creating a sense of cooperation. Sometimes, complex duties necessitate the use of professionals who can also organise as a team and carry out the specific and technical activities among themselves. Supporting this good practice improves employee relations (Anat 2011, p.67). Teamwork in the company is very essential because sometimes, majority of the people in the team might be motivated by generation factors, such as the self-fulfillments of the duties. Such people should be allowed to fulfill their dreams and inculcate such skills in running their affairs. In the company, the technology related duties that some of the employees do, such as maintaining the company website are conducted in close consideration with other teams. The work characterizes the modern generation and it is a full-filling to the team of general workforce mandated to perform such task. The organizational culture embraced principles such as span of control, formalisation, centralisation, departmentalization, innovation, creativity and open-mindedness, in order to pursue the company goals, growth and knowledge. The company developed passion and hard work, encouraging straightforward coordination, and specialisation are part of the company culture. The workers and other stakeholders in the British Airways should contribute to the improvement of the culture that the company practices. For example, the company culture over emphasises on specialisation and the desire to succeed in advancing the quality of service offered in the company. In addition, the company used its culture as an identity that and work performance that has driven to an advanced level. The culture of specialisation encouraged the workforce to enhance their performance at work to increase the amount of production and quality (Agarwal & Helfat 2009, p.288). In conclusion, treating the employee fairly increased their morale and spirit at work. Not only had the workers pronounced such enhanced spirits, but also increased their flexibility to, and identify with the use of technology to promote tour facilities. The second reason was that despite the generation’s arguments, financial incentives were justified for their short-term and immediate impact on teamwork actions. In this regard, fair treatment was more effective than the other ways of motivating individual since the workers felt valued. 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