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Managing Organization Change

Read the Case Study "The British Airways Swipe Card Debacle" on pages 221 - 223 (FOUND IN ATTACHMENT) of your text. Please respond in bullet form.
Review the British Airways Case Study, drawing on each of the perspectives addressed in Chapters 7 and 8. (Organization Development, Sense-making, Change Management, Contingency, and Processual)

1. From each change perspective, what are the key issues to understanding the wildcat strike?

2. Assume that you have been retained by British Airways (BA) management to advise them on how to avoid such a situation in the future. What lessons emerge from each perspective and what recommendations would you draw from each in constructing your advice to BA management? (Be as specific as possible in your recommendations and your rationale(s) for them.)

3. Is there one change management perspective, or a combination of perspectives, that provides the best way of understanding the swipe card issue? Why?

4. What broad conclusions do you draw from this analysis?

Please respond in bullet form. Maximum 500 words.


Solution Preview

1. From each change perspective, what are the key issues to understanding the wildcat strike?
Key issues:
1. The workers had not been consulted before the swipe cards were introduced.
2. The workers felt that the swipe cards were being introduced to closely monitor their schedules and manipulate their shift timings.
3. The workers felt that they were not a part of the swipe cards decision.
4. The workers had grievances like low pay, unilateral decisions and unlimited knowledge of the workers working hours and shifts.
5. The mood of the workers was not receptive to a change.
6. The timing was incorrect the time before the peak season was not the appropriate time to introduce such a change.

? From the perspective of unfreezing, changing and refreezing, this action of BA did not give any opportunity for unfreezing, nor did it explain the reason for changing and the place where the refreezing would take place.
? From the perspective of the changing process as a problem solving and problem finding perspective the action taken by BA was done without adequate efforts of finding the problem. For instance the CEO of BA did not know that there was a recognition problem in the workforce.
? From the perspective of how and what the BA did not workout how the change will be effected, how it will be perceived and how it should be introduced. Similarly, BA was not clear about what this change was all about, what it would achieve for the company and what would be the consequences for the employees.
? From the perspective of "why" , the BA did not explain to the workers why the swipe cards were being introduced, the uses that swipe cards would be put to and the effect swipe cards would have on their jobs.

Strategy use: BA wrongly used the power-coercive strategy and believed that the ...

Solution Summary

Managing Organization Change is discussed in great detail in this solution.