Case Study: Organisational Development Essay

As a means of accurately comprehending the issues in this casing it is essential that digest takes place employ a roll out of managerial statuss in relation to the capital punishment of transport in order to clear the deficiencies in BA counsellings executing of salmagundi. A classical Organisational suppuration (OD) blast is focuses on changing attitudes and demeanor whereas in this case focus was merely upon improving effectiveness of giving medication.According to this perspective BA disregarded several keystone steps in implementing this qualify as no feedback was gathered from ply. The OD practitioners in this case swallow ineffective intra personal and interpersonal skills as guidance have wear outed to construct the trust of its employees and do not demo personal integrity. In relation to a sense devising perspective BA did not conceive that the change they intend to implement needed to have plausibility in the eyes of employees.Hence focusings app roach to abandon talks over the introduction of cleverness card and announce their forced slaying at just five days check off (Palmer, Dunford and equivalent 2009) . BA did not in effect pass to positive plausible aspects of this change as employees still thought that the agreement would be used to make staff alter their working hours at pocket-size notice (Palmer, Dunford and Akin 2009) . Common to various change concern approaches ar that they shine up the need for communication to be not just about passing on information but allowing different voices to be heard.BA by abandoning talks with unions and employees and withal in the lack of provision of appropriate information to their American customers during the strike demonstrates an innate incapability of BA management to convey information effectively (Palmer, Dunford and Akin 2009) . withal apparent in this case is the lacking(p) of one strong leader of threefold leaders not one person in BAs management str ucture took control of the situation and it seems that BA management participated in groupthink to the detriment of the organisation namely its loss of 40 trillion pounds.According to this perspective it is argued that the style of change will depend on the plateful of change and the receptivity of organisational members (Palmer, Dunford and Akin 2009) . In the case of BA the style of change was not matched to the necessitate of the organisation. The situation called for a collaborative style of change order of payment upon input from a range of sources including employees, unions and management but instead drew upon a coercive approach thus adding gain ground fuel to an already flamed situation, the layoff of 13000 employees.Viewing this case from a processual perspective this approach highlights a number of stages in engaging in the management of change. The third stage of this approach involves gaining acknowledgement and understanding of the importance of the problem. In relation to the BA case area example BA management fail to effectively understand the problem at hand, instead they made the choice to treat underlying cultural issues within the organisation and proceed ahead with what they considered as the top hat course of action from an efficiency perspective. try is found through CEO rod cell Eddingtons comment that he was unsuspecting that there was even a complaisance deficit to be plugged (Palmer, Dunford and Akin 2009) . In order to address the issues relating to the implementation of change in this case analysis of why BA has failed should take place. In doing this BA management should attempt to understand why their method of implementing change failed from a range of perspectives. From this BA can word new strategies for implementing change for example using a particular change management perspective and moulding it to fit the needs of the organisation.A solution to the problem happen uponed by BA in this case would be to be m uch proactive in their change management strategies. If BA are continuously working toward change making use of employee opinions and feedback within the organisation, large musical scale changes such as the implementation of smart card technologies in this circumstance would encounter less resistance to change as BA would gain the trust and stand out of its employees due to their participation in the designing and implementation of change within the organisation.In conclusion it can be identify that BA in this case have managed their implementation of change very peaked(predicate) from analysis of a range of approaches relating to implementation of change and it is proposed that BA being more proactive and making use of a participative approach would be beneficial to the go on organisational development of this business. Bibliography Palmer, Ian, Richard Dunford, and Gib Akin. Managing Organizational substitute A Multiple Perspectives Approach. New York McGraw-Hill, 2009.