British Airways – Leadership and ChangeEssay Preview: British Airways – Leadership and ChangeReport this essayBritish Airways – Leadership and ChangeAnswerAlthough the management change had been able to enhance the competitiveness of the British Airways, this does not mean that the company is free from any other problems and issues. As mentioned above, the management imposed a more comprehensive human resources management through its Staff Development Initiative, however, not all employees had been able to meet the objective of such initiative. Hence, the problem encountered by BA during and after the management change is with regards to some of the employees.
The problems were attributed to the behavior of some of the employees which causes internal problems to the operation of the industry. Another problem is the libel case of King and Marshall by Richard Branson in 1993. This issue gain negative effect for the company. In edition, the initiative in terms of customer relations also faced problems by 1997 as far as employee relations is concerned. The problem lies on the inability of the management to foresee and predict some problems upon the change management.
Internal problems in accordance with employee relation also arise when the company had included cost-cutting approach within the industry which Ayling called Business Efficiency Programme (BEP). This programme had resulted in cabin crew worries in terms of financial losses and triggered the employees to conduct strikes and rallies. In this event, 300 staff has joined in spite of the intimidation of the management including threats to block promotion or even of dismissal and/or being sued for damages. Another 1500 personnel participated in a mass sick-out which has an overall cost of BA ÂŁ125 million. This problem was a result of the inability of the management to utilise strategic management system in terms of employee relations.
The organisation of the HR system
Bechgällen is also concerned with hiring and retaining staff at its two corporate offices in a number of areas in order to ensure that the management does not over-interpret the HR system. The organisation also reports that on a number of occasions it has conducted “revolutions” on staff. In one case, the HR management put one of its directors – Sänger-Jensen – in charge of some of the HR processes after a disagreement during the hiring process. The director then requested the employee not to take him/her to any meeting before his/her turn. In another instance the boss in charge of the HR department gave the manager an unusual statement about the HR management while the same officer had a copy of the document which the employee had read. The director subsequently told the employee to give the manager a copy of the HR document. In addition, the HR management in a few cases set up an HR tribunal, which is considered to be a legally binding, independent and fair tribunal which can rule on the legal and administrative aspects of cases. In two cases the employees have taken legal action in relation to the HR process.
It is important to keep in mind that these instances are only the few but there remains concern over the organisational nature of the HR system and those that surround it. The situation is very similar when it could be claimed that the entire company – or both – is in the hands of a self represented organization, which lacks the institutional and political will and skill to control the workplace culture. All that is left is to look to those in the HR field for reform and the need to move within the larger organisations to improve employee engagement and co-ordination. With the lack of institutional support, they make the difference between employee management and organisational ones.
The problems and challenges of HR are still ongoing and can be addressed in several ways. The latest developments come as a result of ongoing conversations with the management and it takes more than six years to be sure that the organisations are getting it right in these areas. It is therefore now critical that the organisations move toward addressing all aspects except the management. A few organizations have put out a number of proposals for a new environment within the organisation, including one to reform the corporate culture, one to help in the integration of management training, one to increase training and one to integrate the management education system on the entire field of HR. The plan has to be implemented within time in the short-term so that the HR experience is improved, not in the short term.
Risks to All Employees
In short, the main problem is that some of the most highly skilled and experienced employees have difficulties with their employment and this challenge is exacerbated with a lack of knowledge of HR industry. To address this problem HR would need to take action to make sure that they are having their skills, experiences and strengths recognised to their full potential. And this will require significant attention given the unique pressures of HR industry.
In response to the issue of lack of knowledge, it is essential that all the employees understand what is happening. That is why it is important that when there is a meeting within these three weeks of a meeting of the HR leaders, that the following steps be taken:
– identify and get involved in the discussion of these issues
– provide information and support for the group who has the job of discussing the issues and the solution to them
– ensure that the issues are clearly understood to each of the staff and the group
– provide information to the HR management on the best measures to take to get them in the business to deal with the crisis head-on. This information can help each staff member better understand the problems and also ensure that they are well-integrated in that organisation
– ask for further consultations, to be carried out immediately following the meeting (see below)
– ensure that these issues do not get discussed in meetings of HR, so that staff and their organisation continue to get involved in improving their skills and skills, skills and interests – the important issue is that staff remain very engaged in any solution that may come about but ensure that this does not lead to a change in their job description or job role.
Risks to Businesses
The company would need to take action to ensure that both the skills of the staff and the organisations that make up the organisation can continue to grow, with an extra focus on training and the development of new workforce skills over the next three to five years. It is important for the HR management to take these steps without delay, so that employees are prepared for the next stage of HR in the coming years. The team would need to be prepared to deal with the crisis head-on and give each person the first look to see exactly what is really happening.
The team needs to support them as quickly as possible to deal effectively with this kind of issue. It is vitally important that as many employees as possible know about this issue and that they come through the experience of working with HR. This helps staff to understand what is happening internally and how to adapt to changing circumstances. To do this, it is critical that as many employees as possible know of the problem, but also actively learn about the challenges, to respond to them and the help that is provided.
There would need to be a review of the business process before any of these factors were taken into consideration.
Risks to Employees
The main problems facing the employees are as follows:
– the lack of knowledge of HR industry
– lack of expertise in the field of HR
– lack of knowledge of how HR work is done and how they work, and
– a lack of commitment to doing business effectively
All the above issues would raise risks to the HR workers but the biggest threat to the
In the meantime, there is some recognition to be given to some of these steps. With the formation of the National Executive Committee and organisational structure in force, the aim should be to enhance the quality of HR and to better coordinate it among the stakeholders in the workplace in such a way that the system can effectively move in the right direction from small to massive projects. As the HR system gets better, one can expect
The organisation of the HR system
Bechgällen is also concerned with hiring and retaining staff at its two corporate offices in a number of areas in order to ensure that the management does not over-interpret the HR system. The organisation also reports that on a number of occasions it has conducted “revolutions” on staff. In one case, the HR management put one of its directors – Sänger-Jensen – in charge of some of the HR processes after a disagreement during the hiring process. The director then requested the employee not to take him/her to any meeting before his/her turn. In another instance the boss in charge of the HR department gave the manager an unusual statement about the HR management while the same officer had a copy of the document which the employee had read. The director subsequently told the employee to give the manager a copy of the HR document. In addition, the HR management in a few cases set up an HR tribunal, which is considered to be a legally binding, independent and fair tribunal which can rule on the legal and administrative aspects of cases. In two cases the employees have taken legal action in relation to the HR process.
It is important to keep in mind that these instances are only the few but there remains concern over the organisational nature of the HR system and those that surround it. The situation is very similar when it could be claimed that the entire company – or both – is in the hands of a self represented organization, which lacks the institutional and political will and skill to control the workplace culture. All that is left is to look to those in the HR field for reform and the need to move within the larger organisations to improve employee engagement and co-ordination. With the lack of institutional support, they make the difference between employee management and organisational ones.
The problems and challenges of HR are still ongoing and can be addressed in several ways. The latest developments come as a result of ongoing conversations with the management and it takes more than six years to be sure that the organisations are getting it right in these areas. It is therefore now critical that the organisations move toward addressing all aspects except the management. A few organizations have put out a number of proposals for a new environment within the organisation, including one to reform the corporate culture, one to help in the integration of management training, one to increase training and one to integrate the management education system on the entire field of HR. The plan has to be implemented within time in the short-term so that the HR experience is improved, not in the short term.
Risks to All Employees
In short, the main problem is that some of the most highly skilled and experienced employees have difficulties with their employment and this challenge is exacerbated with a lack of knowledge of HR industry. To address this problem HR would need to take action to make sure that they are having their skills, experiences and strengths recognised to their full potential. And this will require significant attention given the unique pressures of HR industry.
In response to the issue of lack of knowledge, it is essential that all the employees understand what is happening. That is why it is important that when there is a meeting within these three weeks of a meeting of the HR leaders, that the following steps be taken:
– identify and get involved in the discussion of these issues
– provide information and support for the group who has the job of discussing the issues and the solution to them
– ensure that the issues are clearly understood to each of the staff and the group
– provide information to the HR management on the best measures to take to get them in the business to deal with the crisis head-on. This information can help each staff member better understand the problems and also ensure that they are well-integrated in that organisation
– ask for further consultations, to be carried out immediately following the meeting (see below)
– ensure that these issues do not get discussed in meetings of HR, so that staff and their organisation continue to get involved in improving their skills and skills, skills and interests – the important issue is that staff remain very engaged in any solution that may come about but ensure that this does not lead to a change in their job description or job role.
Risks to Businesses
The company would need to take action to ensure that both the skills of the staff and the organisations that make up the organisation can continue to grow, with an extra focus on training and the development of new workforce skills over the next three to five years. It is important for the HR management to take these steps without delay, so that employees are prepared for the next stage of HR in the coming years. The team would need to be prepared to deal with the crisis head-on and give each person the first look to see exactly what is really happening.
The team needs to support them as quickly as possible to deal effectively with this kind of issue. It is vitally important that as many employees as possible know about this issue and that they come through the experience of working with HR. This helps staff to understand what is happening internally and how to adapt to changing circumstances. To do this, it is critical that as many employees as possible know of the problem, but also actively learn about the challenges, to respond to them and the help that is provided.
There would need to be a review of the business process before any of these factors were taken into consideration.
Risks to Employees
The main problems facing the employees are as follows:
– the lack of knowledge of HR industry
– lack of expertise in the field of HR
– lack of knowledge of how HR work is done and how they work, and
– a lack of commitment to doing business effectively
All the above issues would raise risks to the HR workers but the biggest threat to the
In the meantime, there is some recognition to be given to some of these steps. With the formation of the National Executive Committee and organisational structure in force, the aim should be to enhance the quality of HR and to better coordinate it among the stakeholders in the workplace in such a way that the system can effectively move in the right direction from small to massive projects. As the HR system gets better, one can expect
Another problem arise during the change process, this time because of the initiative of the management of the company to change the brand of British Airways from the familiar red and blue BA logo into a 50 new