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British Airways

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Please help with the following case study found in the textbook: Managing Organizational Change: A Multiple Perspectives Approach written by Ian Palmer, Richard Dunford, and Gib Akin (2006). Please answer questions in detail.

Questions

Review the swipe card story, drawing on each of the following change perspectives discussed in Chapters 7 and 8:
? Organization development
? Sense-making
? Change management
? Contingency
? Processual

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

2. Assume that you have been retained as a change consultant by 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? If appropriate, role-play the presentation of this advice to senior management of BA.

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

4. What broad conclusions emerge from this analysis?

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1. From each change perspective, what are the key issues to understanding the wildcat strike?
From the perspective of organizational development, there should be a planned, top-down, organizational-wide effort to increase the organizational effectiveness and health. On the other hand the wild cat strike happened because there was forced imposition. There was a unilateral decision taken to introduce swipe cards. It was unplanned because it was introduced at the start of the summer quarter at the start of the peak holiday season.

From the perspective of sense making: The management needs to form an awareness of the key elements relevant to the situation. In addition, the management must form an understanding of the means in some bounded context, based on past experiences, training, education and cognitive capabilities. Finally making decision by generating alternative response action to control the situation, identifying the objectives, constraints, and factors that influence the feasibility and desirability of each alternative. In BA the management did not form an awareness of key elements; they did not realize that the move was being interpreted to manipulate their working patterns. The management did not understand the importance of not introducing an unpopular system before the peak season. Finally, this was not a decision made by examining different alternatives and evaluating them properly. This was an ad hoc decision taken by the management without considering its consequences.
From the point of view of change management, there strength of ...

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