British Airways Case Study

In this report based on our chosen company the British airways, we will cover the leisure provision related to the public, commercial and voluntary point aspects.

The past decade was branded with changes and events which placed huge pressure on companies in all industries, it concluded with a trend of essential organisational changes among companies with an aim of strategic repositioning at the market and developing strategic opportunities and/or benefiting from the core capabilities. It resulted to the area of organisational change and transformation being a huge interest among researchers of Strategic Management.

For the engine cost, there is also a positive correlation thus; increase in this cost may also vary in the increase in average age of fleet per hour. However, on this cost, only 61% is determined in the regression equation. Like in the airframe cost, there will be additional 2.6 in cost for every hour of average age in thousands.

The perception of poor customer service about Ryanair from passengers and observers would definitely affect Ryanair’s reputation and image. So, Ryanair should make some changes to improve its customer services. Ryanair should provide adequate staff training for its employees so that its staffs are highly skills and competences to provide good customer services and better handle customer complaints. Ryanair can use its website to interact with its customers to handle their enquiries and problems. For example, Ryanair can provide online chat or forum for their customers. By improving customer services for customers, this

“Change, in its broadest sense, is a planned or unplanned response to pressures and forces. Hence, there is nothing new about change or the need for it.” (Jick & Peiperl, 2011, p. Intro xx). Change in a business environment or in a military atmosphere is very rarely embraced with open arms. As leaders, how we choose to openly show our support for change coupled with how we communicate this change to our subordinates will make or break the difference in the overall success or failure of those very things we are attempted to change.

I would suggest to a company to use the SWOT technique to find their strengths, weaknesses, opportunities and

The dispute between BA management and Cabin Crew from 2009 to 2011 caused extensive impact throughout the global condition. BA totally lost £150 million and the brand reputation had been affected seriously. It meant that BA has some problems about its change management. This academic report contains

Ryanair, originally an Irish low-cost airline and established by the Ryan family in the year of 1984 starting off with only 25 members of staff. Replicating the American Southwest airline business model and then officially relaunched in the year 1990. It has vastly grown from being a single-aircraft family operation into one of the world’s top leading airlines. Now Ryanair has reached 11,458 employees. The airline carries over 131 million passengers per annum on over 2,000 flights daily, from 86 different routes, flying to more than 205 destinations in 33 countries.

This section concerns the geography of flights and their destinations, which can here be enumerated. 1 British Airways (European) 2 British Regional Airlines 3 British Asia Airways

Through bureaucracy bashing, the company focused on removing work that added little value to customer satisfaction. This was accomplished through establishment of the Putting People First (PPF) program that also resulted in employee empowerment as the program was aimed to benefit employees as individuals first leading to a feeling of respect and belief they were part of the change moving forward. The focus on continuous improvement included creative financing, marketing, and a movement towards privatization and globalization. Lastly, addressing organizational cultural was one of BA’s biggest challenges in re-energizing through change.

British Airways (BA) is a company that encountered several difficulties back in the 1970’s and 1980’s. The poor performances of the organization, was leading the company to failure. BA was offering a service that even though it accomplished the mission of the company, was not providing customer satisfaction. The organization was not taking into consideration the needs of the costumer and was not providing an acceptable customer service experience. “Productivity at BA in the 1970s was strikingly bad, especially in contrast to other leading foreign airlines” (Jick, Peiperl, 2010, p.28). Due to numerous changes, the company increased their revenues and became a respectful and well know organization.

British Airways is the one of the largest airline companies, and the passengers carry overall in the fifth largest in the world. Most of plans are stay in Heathrow Airport which is the highest of main international airport. The British Airways has a long history and airlines cover 133 countries; include 373 airplanes. The BA Company includes 50,086 workers to be in the service, which is one of the largest employers and employees in the United Kingdom.

With 1988 operating income of $801 million on a revenue of $8.55 billion, American Airlines, Inc. (American), principal subsidiary of Dallas/Fort Worth-based AMR Corporation, was the largest airline in the United States. At year-end 1988 American operated 468 aircraft on 2,200 flights daily to 151 destinations in the United States, Bermuda, Canada, Mexico, the Caribbean, France, Great Britain, Japan, Mexico, Puerto Rico, Spain, Switzerland, Venezuela, and West Germany.

This company has managed to be a leader in the market because how they react to their different kinds of crisis, the reaction time and the strategies they take have a quick and excellent response to the problem, acting effective and solving the crisis effects in the best possible way. One of the biggest Crisis Air France-KLM Group had deal with, is the Financial Crisis 2008-09, where this had a huge impact in the market causing several effects for this group, the demand drop dramatically,

Air France was founded in seventh of October of 1933 and first airline carrier in France. Its major hubs are in Charles de Gaulle and Orly airports. They have about 69,553 employees and they travel to about 204 destinations. This company has well-known for its recognition and having a loyal base of passengers. However, the French management mentality is distinct from the Dutch. The French corporate culture is more relaxed but still remains hierarchal. According to the article, Harvard Business Review: The Making of a French Manager, it states that the French has a long tradition of centralization, of hierarchical rigidity, and individual respect for authority. Top executives strongly believe that they have the highest position to their intelligence and craftsmanship. According to the article, Doing Business in France: 8 Cultural Cues That Make (or Break) a Deal, states that France puts a premium on individuality, which allows for both freedom of opinion and very separate social and personal lives. This concept of the French is very accurate when it comes to their culture. With this statement made by this article describes the French being accurately described as a “peach” culture. According to the article, Peach vs. Coconut