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Case Study - Essay Example

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Name: Instructor: Course: Date: Principles of Management British Airways (BA) is among the leading global, premium and the largest scheduled international airlines of the world, serving the most appropriately located airports in the world, headquartered in the United Kingdom (Albedelghany & Abdelghany 4)…
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Download file to see previous pages This paper will give an introductory overview and organizational structure of the company, explaining how the four principles of management are used in the company as expressed by a former employee of the organization. Formed in 1974 with the merging of British European Airways Corporation and British Overseas Airways Corporation, BA benefited in 1976 when the UK government changed the aviation policies to end competition from British Caledonian, which was the second largest British Airline at that time. BA was later privatized in 1987, and merged with Iberia in 2011 (Buckingham 14). At the beginning of 2010, the organization had over 41,000 permanent employees. Prior to the 2011 merger, BA was strategizing on how to create a leaner organization that had a distinctive and high-performing culture through their flagship programme of change, which they named Compete 2012. The programme was to transform the airline over a three year period and help them achieve their vision of the leading premium airline globally. It was to impact on their ways of interacting with each other, how individual performance would be measured and promotions conducted and create a platform for developing and rewarding talent. Coupled with BA’s commitment of being a responsible organisation, the programmes were also intended to achieve environmental targets while putting relationships with vital suppliers on a new scale and carrying on with the tradition of promoting communities in creative ways. To achieve the planned Compete 2012 strategies, BA restructured its top management in 2008 with a third of the team leaving under a voluntary retrenchment scheme. At the same time, the organization was redesigned to promote better leadership, governance and customer focus, making it more efficient. The restructuring also encouraged more employees to shift between functions and gain more experience while finding better outlets for their skills. With the understanding that a frontline global premium organization has to be effective and bold in developing potential and current leaders, the airline introduced the High Performance Leadership (HPL) system in the same year (Buckingham 23). The HPL was an integrated system that linked objective setting, business strategy, reward and development. Initially focused on top management, the system had a thorough assessment mechanism designed to identify gifted leaders and present them with appropriate support and tools to grow the development. The airline also outlined, communicated and started measuring personal performance of employees against three capacities thought to be essential in leaders, on top of operational excellence. They included communicating a shared vision, inspiring and motivating others and agreeing accountabilities. Leadership is executed from the top, which previously had nine directorate heads under the leadership of the Chief Executive (Johnson, Scholes &Whittington 11). It is presently split into two teams; one under the Customer and Operations Executive, and the other under the Management Board. The Management Board, with weekly meetings, is charged with the organization’s strategic direction and vision. On the other hand, the Customer and Operations Executive team, also with weekly meetings, accounts for the day by day safety standards, operational performance and customer service. The director of security and safety as well as the legal director report to the Chief Executiv ...Download file to see next pages Read More
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