The Transformative Power Of Change At British Airways
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British Airways
Air transport companies such as British Airways are known for their abilities to provide an international air service that delivers a dependable as well as cost effective service. From 1980-1990 British Airways were known for being the flag carrier airline for the United Kingdom. If missed managed, business owners are more inclined to experience ethical issues, financial hardship, and controversial modifications. One could hypothesize that within the ten year period (1980-1990) British Airway transformed from an inept company into a respectful organization. However; this transformative power of change, comes with a price.
Re-Energizing the Mature Organization
The accompanied reading was thought provoking and…show more content… Ephesians 4:29 - Let no corrupt communication proceed out of your mouth, but that which is good to the use of edifying, that it may minister grace unto the hearers (King James Version). “One of the greatest efforts involved in overcoming the transformation was to alter the mindset of employees at every level of the organization” (Jick & Peiperl, 2011, p.39). The staff was downsized and many programs were implemented such as Putting People First or the Terminal Supervisor Development Program in order to save in cost and reduce incompetence, increase revenue production and staff morale. Rath, Chaturvedi, & Das, (2011) gave a good illustration of the Kings’ intent with the below statement.
"Change is the process which pervades our life and it is important to look at it, not merely from the grand perspectives of history, but also from the vantage point of living, breathing individuals who experience it". Therefore, change is believed to be the only thing that is constant and change is inevitable.
Due to this transformation, by the end of 1996, British Airways was the most favored and profitable major carrier in the world (Wiley, 2004). British Airways had to adopt change for mitigating its fiscal crisis and revived the shocking people from a stalemate phase of the company; but the process that it passed through was scientifically model driven (Rath, Chaturvedi, & Das, 2011).