Organising Management Process of British Airways - Essay Example

?Choose One Of The Management Processes Encountered During The Starting, Organising, Planning And Changing. Select a Business Organisation ofYour Choice and Explain How and How Well It Undertakes Your Chosen Process Table of Contents Introduction 3 Organising Management Process of British Airways 3 Conclusion 7 References 8 10 Introduction British Airways is regarded as one of the biggest international airlines of the United Kingdom. It operates its business in one of the world’s premier airport location i.e. Heathrow, which is renowned as an area with relatively high amount of point to point business. It has long been serving its customers by meeting their demands regarding travel and offering various comforts during the journey. It flies to more than 300 destinations along with conducting operations in the scheduled international airline based route networks (British Airways, 2009). In this essay, the organising management process of British Airways will be discussed and analysed. Organising Management Process of British Airways British Airways possess a strong organizational structure due to which it could successfully achieve its predetermined business targets. In general, organising is fundamentally described as the interrelation between various significant aspects that include work procedures, valuable resources and people among others that are effectively utilised in order to attain desired business targets. It can be affirmed that the aspect of organisational structure is duly considered to be a vital element for an organisation, which would require to be organised in an effective way (Goic, 2013). It is worth mentioning that British Airways has been always popular for changing its organization culture in order to form a better work environment for its business along with employees. In recent days, it can be apparently observed that the airline company formed an effective culture for the purpose of organising its business. It shifted its headquarter office to a new building with a belief that the redesigned form of workplace would provide flexibility to its employees and help them to perform various operational functions in an effective manner. It is strongly believed that a better work environment will eventually enhance the productivity of their employees at large (Bowhill, 2008). The organisational structure prevalent in British Airways can be identified as a flat one, owing to the reason that it contains a single level of hierarchy. The hierarchical structure of the airline company ranges from the Managing Director and follows by different categories of bottom line employees. Apart from the position of the Chief Executive, the company has segregated its management level position into ten other departments. These departments include commerce, financial investment, ground operation and flight operation among others (Fontaine, 2007). In the year 2008, it can be viewed that several employees belonging to British Airways have left their job (Webley, 2009). After the occurrence of this incident, the airline company decided to redesign its organisational structure in order to form a better work environment for its employees, so that they can yield a better outcome and increase their productivity. Moreover, the airline company also developed its level of hierarchy with a belief that the change in the organisational structure would eventually help in fulfilling its desired targets. In this similar concern, British Airlines follow a new hierarchy structure, which possesses two major categories i.e. the management board and the customers along with operations executives. During the transformation of the hierarchical structure, the company kept a constant attention on the innovation of a diverse workplace, so that the employees can work effectively (British Airways, 2009). It can be affirmed that the airline company focussed much upon redesigning its organisational structure, as it considers the employees as major assets supporting in raising profitability along with overall productivity (Guru Jambheshwar University of Science & Technology, n.d.). The leadership practices that perform by the airline company can also be regarded as a major part of organisational planning, which tends to promote the aspect of corporate governance through conducting effective organisational construction and redesign. The airline company strongly possess the notion that the leaders of the company are required to organise the ongoing trends prevailing within the company in order to attain organisational vision along with mission (British Airways, 2009). Thus, based on the above discussion, it can be affirmed that with the application of corporate strategy, leadership development and change in organisational structure, British Airways became quite successful in organising its work culture and business effectively. With regard to analyse the organising management process of British airways, it can be viewed that the airline company was formed through the merger of two bigger airlines namely British European Airways and British Overseas Airlines Corporation. Due to this reason, this airline company possesses a diverse workforce. The airline company has been successful in organising its diverse culture by making their employees aware of the importance about providing quality customer service in the respective business field (Emerge, 2012). The redesigned form of organisational structure in British Airways reveals how the airline company is managing its business in coordination with various organisational members, despite of having flat organisational structure. Basically, British Airways follow the European organisation model, which stands on the basis of commitment, organisational culture and well being of the customers along with the employees (Alvesson, 2002). Regarding the culture, it has been apparently observed earlier that it redesigned its organisational structure in order to provide its employees with a better working environment and increase their productivity as well. The redesign was also made in order to foster the aspect of corporate governance and developing the qualities of the leaders towards attaining organisational targets. In relation to organising management process, the airline company possesses strong socialization of values and is serving its travellers with the best quality services and assistance during the air journey through effective organising its various operational departments along with their functions (Harte-Hanks Trillium Software, 2011). Conclusion The essay describes the organising management process of British Airways. From the above study, it can be affirmed that the airline company endeavours to organise its organisational structure effectively with the intention of rendering quality services to the customers along with attaining superior competitive position over its chief business market contenders. Basically, it can be viewed that the airline company follows European based organisation model, which focuses on the aspects such as commitment, well-being and culture of the organisation (CBS Library, n.d.). Thus, it can be concluded that British Airways is successfully organising its organisational structure, which would support the company towards attaining its predetermined business targets at large. References Alvesson, M., 2002. Understanding Organizational Culture. Sage Publication. British Airways, 2009. British Airways. 2008/09 Annual Report and Accounts. [Online] Available at: http://www.britishairways.com/cms/global/microsites/ba_reports0809/pdfs/BA_AR_2008_09.pdf [Accessed November 14, 2013]. Bowhill, B., 2008. Business Planning and Control: Integrating Accounting, Strategy, and People. John Wiley & Sons. CBS Library, No Date. Abstract. Introduction. [Online] Available at: http://studenttheses.cbs.dk/xmlui/bitstream/handle/10417/987/judith_benner.pdf?sequence=4 [Accessed November 14, 2013]. Emerge, 2012. Changing the Culture at British Airways (BA). Changes at BA. [Online] Available at: http://www.emergeeducation.com/case_studies/BA.pdf [Accessed November 14, 2013]. Fontaine, C. W., 2007. Organizational Structure: A Critical Factor for Organizational Effectiveness and Employee Satisfaction. Executive Summary, pp. 1-22. Goic, S., 2013. Organizational Structure, Organizational Dynamics, and Organizational Culture: A Research from Croatian Enterprises. Abstract. [Online] Available at: http://www.toknowpress.net/ISBN/978-961-6914-02-4/papers/ML13-284.pdf [Accessed November 14, 2013]. Guru Jambheshwar University of Science & Technology, No Date. An Overview Of Organizational Change. Objectives. [Online] Available at: http://www.ddegjust.ac.in/studymaterial/mba/obh-314.pdf [Accessed November 14, 2013]. Harte-Hanks Trillium Software, 2011. Case Study British Airways. Commercial Data. [Online] Available at: http://www.trilliumsoftware.com/uploadedfiles/ba_cs_2011.pdf [Accessed November 14, 2013]. Webley, S., 2009. Religious Practices in the Workplace. Institute of Business Ethics. [Online] Available at: http://www.ibe.org.uk/userfiles/op3_religious_practices.pdf [Accessed November 14, 2013]. Read More