British Airways Company: Changing the Culture

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Table of Contents

What life was like at the old British Airways
What was difficult about making change
What factors created the sense of urgency
Who made up the guiding team and what were their credentials
References

With over two decades down the line, culture changes continue to attract attention of many organizations. In normal cases, cultural interventions give participants hope of a remedy to both academic as well as organizational imbalances. With cultural changes in place, the paper aims at handling the British Airways case and providing reliable answers to various questions. This will help understand various issues that relate to the company.

What life was like at the old British Airways

Initially, things were not good at the company because aging airplanes were the main hitch to successful transportation. The industrial disputes were the major source of poor performance comparing to competitors who surpassed the standards laid down by British Airways. Further information reveals the dissatisfaction of customers that incurred big losses. With the detrimental effect, the company was compelled to revise its cultural aspects and choose to focus on cultural change (Grugulis & Wilkinson, 2002).

What was difficult about making change

Bringing changes to British Airways was accompanied by difficult moments in adjusting the attitudes of the employees, stakeholders and customers. This is evident from the to launch a training programs that were aimed at addressing the major concerns, especially among the staff members, who had a direct contact with the potential customers. bringing culture of wearing clothes that were not part of the company’s official wear faced big resistance.

The course majorly aimed at addressing the behavioral patterns. The attendance staff were advised to consider taking a positive attitude especially when coping with stress. Employees were to develop a positive attitude when setting their personal goals and build confidence in oneself that would drive their spirit of achievement towards success at both a personal and organizational level.

What factors created the sense of urgency

A number of elements were involved in the unease at the firm. Preliminarily, the clarity and helpfulness factor were majorly aimed at satisfying the urgency of establishing both clear and specific objectives for all the subordinates. This was further directed at supporting the subordinate members and enabling them to comprehend the requirements for their jobs.

This factor was also directed at addressing guidance, as well as availing clear-cut decisions. The second factor was about promotion of achievements to create an emphasis and a demonstrate commitment towards achieving the set goals. The third factor covered influence on a teamwork and personal excellence based mainly on the appreciation of extra efforts while expressing a sense of dedication. Finally, care and trust cover the last but not the least factors that is building friendly and warm relationships.

Who made up the guiding team and what were their credentials

The leading teams comprised mainly of personnel handling PPF messages. Requirements for the guiding teams entailed multi-skills aspect and team work. The direct contact with the members of the staff played a significant role in ensuring an inclusive duty that called for support from team members (Bamber, Castka, Sharp & Motara, 2003). This helped the company improve its operations for the better, given the stiff competition in the market today.

References

Bamber, C. J., Castka, P., Sharp, J. M., & Motara, Y. (2003). Cross-functional teamworking for overall equipment effectiveness (OEE). Journal of Quality in Maintenance Engineering, 9(3), 223-238.

Grugulis, I., & Wilkinson, A. (2002). Managing Culture at British Airways: Hype, Hope and Reality. Long range planning, 35(2), 179-194.

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British Airways Company: Changing the Culture

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