The Organizational Change And Development Of A Travel And Tourism Organization

Change is the most crucial aspect of management. In a rapid competitive business environment, change is not only recurrent but also becoming complex. The case study Bega Cheese highlights how the firm has achieved change management from satisfying the needs of local market to being limited company of more than 50 countries globally. Through the case study, it is seen that Bega Cheese has undergone different stages of change process by implementing various effective cultural perspectives, to traditionally organizational designs concerning with structures and new forms, processes and boundaries to adapt to organizational change and eliminate resistance to change. Change is inevitable, and vital to achieve strategic objectives and competitive

However, change can be a risky process that can have negative, instead of positive, consequences for the company’s future. In fact, it has been estimated that only about half of the large scale interventions succeed. With the above in mind Bruch, Gerber and Maier (2005) aimed at identifying the characteristics of a successful strategic change program by using the case of German aviation Group Deutsche Lufthansa. Lufthansa succeeded several times in successfully implementing change, as a response to the turbulent aviation market conditions between 1991 and 2004. Lufthansa’s last, and most successful, strategic change program was the D-Check. Part of what made D-Check so successful was the fact that Lufthansa’s management made a distinction between leading decisions and managing decisions. Leading decision deals with conceiving a clear goal – in other words, what would be right. Managing decision deals with finding the way to achieve the goal – in other words, how do we do it right. Therefore, before implementing change a company should clearly and conclusively resolve the issue of what change would be right and how can be done right. Key questions are the following:

The case analysis performed on Travelink Solutions is to evaluate the problem being faced by Travelink and the decisions being made by the management which affect Travelink. The Organization Change Theory helped me to get to know the type of change is going in the organization. With the help of theories I can easily visualize the present scenario of the organization. Change agents are critical as they are the sources of energy and intellect that help organization’s members recognize the need for change, see what the future may look like build support, and mobilize the troops to move towards the vision, assess where and how to proceed next . The change phase is analyzed with context to certain theories which fit the best in different situations. In this case we came to know that while the change phase is going on we have to keep certain factors in our mind that are related to the strategies that need to be implemented during the changing phase. The expansion was there but after the expansion they did not focus on strategic planning and the implementation.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

Prior to the marketing campaign touting BA as “The World’s Favorite Airline,” BA was often referred to as “bloody awful.” The company suffered from poor performance, inefficiencies, an older fleet, and substantial financial losses. Following passage of the Civil Aviation Act in 1971, BA assumed control of two state-run airlines, British European Airlines (BEA) and British Overseas Airways Corporation (BOAC), under the name British Airways. However, BEA and BOAC operated autonomously with separate boards, chairman, and chief executive officer that provided a challenge in making change. The level of

Life at “old” British Airways lacked a unifying corporate culture. The 1971 merger of British European Airways (BEA) and British Overseas Airways Corporation (BOAC), by the British Airways Board, only succeeded in putting an umbrella over two separate mature entities. The focus of the BEA had been to build a European airline infrastructure. BOAS was an innovator and pioneered the first jet passenger service. Neither company was concerned with cost or profit. British Airways was government run and according to Jick & Peiperl (2011) “success had less to do with net income and more to do with ‘flying the British flag” (p.26). This inefficient government structure was bogged down with

British Airways (BA) was formed in 1974 by the merger of the British Overseas Airways Corp (BOAC) and the British European Airways (BEA). BA’s integration did not come without problems. By the early 1980’s BA generated debs in excess of £500m, staff discontent and customer dissatisfaction were common denominators across the operational equation and in 1980 the airline topped a list of airlines to be avoided at all costs.

The new group will combine the two companies in the UK and Spain and will enhance their presence in the international long haul markets while retaining the individual brands and current positions of each airline. British Airways and Iberia hope their new company International Airlines Group, International Airlines Group, will position the pair for further consolidation in the global airline sector as it emerges from a prolonged industry downturn and hope to compete with multinational rivals Air-France-KLM and Lufthansa.

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

Table of ContentExecutive Summary1I. Introduction2II. Main Body1. History of British Airways22. Current strategic situation….42.1 Internal analysis42.2 External Analysis52.3 SWOT82.4. Current strategy93. Potential Strategic options124. Recommended strategic direction with rationale164.2 Strategy Evaluation175. Identification of critical success factors186. Performance measurement criteria197. Conclusion218. Bilbliography249. References24Executive SummaryThe main aim of this report is to undertake a review and analysis of British Airways. It is UK's leading airlines both at international and domestic level, with its operations spread over 300 destinations across the world. The report starts with a brief description of the company. Then the

British Airways came into existence in 1935, when smaller privately owned UK airlines merged. Another change occurred when the Government nationalised British Airways and Imperial Airways to form BOAC - The British Overseas Airways Corporation.

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.

An environment in which change may be the only constant is a challenge to every organisation and manager alike (Hayes, 2007). The need and pressure for change being consistent, it is crucial

In this paper, I am going to critically discuss a few examples of organisational change which I have personally experienced while completing a summer internship in an international logistics and transport company called UAB Transimeksa. The main purpose of this essay is to analyse the experience of organisational change management in relation to applying multiple perspective theories and models which will help critically evaluate and present reasoned arguments of effective change management. In doing so, this paper will be divided into three parts. The first and second part will focus on reviewing my experience of organisational change related to two different themes which are change leadership and organisational culture. The third part of