Case Study Organizational Behaviour for British Airways

Question: Discuss about the Case Study for Organizational Behaviour for British Airways? Answer: Introduction British Airways is considered to be one of the largest British ai*rline that is based in London and is core to the London Heathrow Airport. She is regarded as one of the biggest airlines in the world as well, constitutes to be one of the beginning members of the airline alliance one, and represents together with Iberia, the international holding company of Airlines Group. British Airways functions destinations on the six continents namely North and South America, Europe, Oceania, Asia and Africa considering only a few. The most routes are started from home base and are specially raised from London Heathrow Airport, Terminal 5. Many long-haul flights are offered from many European and some British destinations (Britishairways.com 2016). The network of flights presently comprises of Moscow, Beijing, Sydney, Barcelona, Los Angeles, Aberdeen and Buenos Aires. The airways serve various Caribbean destinations and divert south of London from a smaller base at Gatwick Airport including many European cities like Bologna (Britishairways.com 2016). Part 1 The environment is the key point that is analyzed to start budding strategies for the corporations by the executives of the company. The analysis mostly constitutes industrial as well as environmental conditions. The officials review the competitors in addition to the strong points and weak points of the company. The strategies are made by keeping in mind and focusing on the strategic analysis of the company whether external or internal. To set an emblematic strategic position of the company, the strategies are made (Carton and Hofer 2010). The strategies not only help in retaining a healthy competition but also help in maintaining the competitive advantage in the market. The company makes strategies so that with the help of these strategies it can compete with others while adopting strategies like premium price or cost leadership (Harvard Business Review 2005). The company's value chain is associated with strategies such that they can be helpful to each other. The company's value ch ain creates decision based on marketing, human resources and manufacturing (Davenport and Leibold 2006, Pp.225). These strategies help in making final strategies and giving shape to the strategic management. The strategies help in setting financial targets with the allocation of the budget to various departments in a way that the strategies adopted are implemented. The distribution of tasks pools with similar skills together with the type of organization that divides the individual into sub sections and this type of organization is known as the matrix organization. This type of organization has also assisted and executed in project management like the military and spatial programs in U.S. that have been imported into Europe in the year 1970-1980s.The traditional organization from fayolisme ("unitary of command') or Taylorism are opposed. The benefits comparative to functional organization are: The project needs are based on the individuals that are selected The dynamic project team can view the problems or issues in a different way in contrast to experts that use assembling in a new environment. The project managers are unswervingly accountable for the project, with a budget and a deadline. Many examples in the history of business provide structures of the company that comes to a decision that the company follows corporate strategies (Wheelen and Hunger 2011). The company makes the corresponding relationship between the strategies and structures of an organization. A significant example that states the relationship is of the "Model T of Ford to the Wii of Nintendo" (Harvard Business Review 2005). The struggle has been continuous since past 15 years for the theory's development of a strategy. This can also be called as blue ocean strategy (Kim and Mauborgne 2004). However, the company theory proposes that the strategies and presentation of an organization in the competitive environment are not dependent on each other. This strategy will not only help to restructure the industries but will also help in favoring the side of the strategy by overturning the series of the structure. There are two approaches namely structuralist and deconstructionist; the structuralist approach is practical and relevant, but Reconstructionist approach is far more suitable than the former (Hanson et al. 2001, Pp 26-28). This is comparatively better than positioning industries. The Reconstructionist alternative approach is not practicable for most of the organizations (Harvard Business Review 2009). The leadership is the first task that the company gas in front of them to choose a suitable strategy. However, it is the duty of the executives to view that the strategy and the objectives of the company go hand in hand (Sadler 2003, Pp. 415-427). Nevertheless, many skilled managers and executives know how to make structuralist approach work. However, executives can work towards delivering better approach than another approach while achieving higher performance side by side for their company. The practice of strategic management can organize the growth of the strategic of divergent judgments while keeping in mind that values, priorities, needs and goals of the organization should be aligned with stakeholder groups (Harvard Business Review 2005). Hence, certain efforts should be made to solve these issues of the strategic in the planning stage. The example that can give for strategic can be the non-completion of work due to pressurization by the organization of environmentalists or the neighbouring community. The best illustration could be from the construction or infrastructure strategic that is not only analysed from the view of local authorities, residents and alliance for the monuments protection but also examines the performance of substantial work done by subcontractors and suppliers from the standpoint of a construction company (Hanson et al. 2001, Pp 26-28). The controversies and opposing attitudes between the stakeholders may turn out to be a source of increasing the preparation of strategies but may even compose a severe risk to the implementation of successful strategies. The example that can state the understanding is that the construction of a bypass is the chance to lessen the time travelled which ensures positive strategic management whereas for residents new course of road means that destruction and noise in the landscape that will result in negative evaluation and opposing the implementers to sponsor the strategic management (Scholz and Zentes 2006). Nevertheless, the visions are stated according to the needs and expectations of stakeholders. However, the key factors of strategic management are analyzed after the preliminary considerations are taken to keep the design constraints defined and refined (Harvard Business Review 2011). The defining design constraints highlight the synergistic effect of all the factors is worth nothing if they are related closely and presented in the figure. The strategies are completed successfully if the model developed in based on thorough evaluation. The key parameters of the strategic management are fundamentally correctly identified based on the analytical thinking that is combined with systematic theoretical knowledge relating to strategic management methodologies (Scholz and Zentes 2006). Part 2 Democratic Style The democratic manager is the one that not only supports but helps the subordinates in the decision-making. The just manager will not impose his decisions and ideas on subordinates but will discuss with subordinates before taking a decision. A good manager will always favor a two-way communication in way: The authorities are delegated to subordinates. Involves subordinates in decision-making. Gives time and space to employees to work in their way. A Democrat manager endeavors to create an environment of trust and is even engrossed in every human aspect. However, the manager promotes the personal development of subordinates, provides the employees with moral support and avails the teamwork opportunity. The altruistic leadership gives origin to democratic style. The principle suffices the best way to encourage the employees to give their best is to interest them. However, the altruistic manager should understand and be effective to the employees by adopting an empathetic participatory approach, consider the subordinates as a whole person, and by guiding and supporting the subordinates at each step. However, some authors do not support the principle of democratic style because a business that is privately owned is not democratic by nature and does not feature fundamentally. Moreover, democracy is not a system that favors the style where power belongs but belongs ultimately to the public. On the other hand, the suggested review on democratic style is considered to be one of the most supported forms of leadership that not only hides the coercive nature of power but is a term that is abusive. College Style A College manager functions in similar ways like a democratic manager. The leadership style constitutes of a management team of specialists that has all team members as associates or contemporaries. The first place in college management acquires friendship, leadership, loyalty and autonomy with team spirit. However, this type of style is often found in pilot teams where there is a little number of people that make a collegial style of performing the business feasible. The Nonchalant Style The lassie Z-faire policy is followed by a nonchalant manger that is relevant to the subordinates and work. The nonchalant manager leaves the decision on the subordinates in a way that he abdicates his responsibilities. The manager is also known but the name of anti-leader as he does deal directly with the subordinates work. However, this type of manager is in a notion that the subordinates performance will never lead to good performance because of the presence of interpersonal conflicts. Hence, this kind of manager search for situations that avoid problems and conflicts and given a view to other that he is still working and working hard. Part 3 A Hierarchy of Needs In most Western countries, material needs are satisfied to an unparalleled degree. Nevertheless, this is the prior reason that calls to realize the futility of material well-being. According to the psychologist Douglas McGregor, who worked in Massachusetts Institute of Technology opined that "Man is an animal {wishing wanting]." The needs are non a satiated cycle that if one satisfies, another becomes visible in the way. However, as opined by Abraham Maslow, Human needs are positioned in the series of importance that comprises of hierarchy. The example that can be understandable is that a man living on bread alone is stressed for not having the bread. The man eats it regularly and satisfactorily such that hunger motivation constitutes to be a part of the important motivation. Moreover, it concluded by reviewing that more need is not satisfied by the motivating behavior of the man. In contrast to different other objectivism schools of psychology, a motivation of human nature adopted in Austrian School is a methodological subjectivism motivation. The ontological subjectivism defines the specificity in an individuality of a person. However, actions yield their motivations, and that is why subjectivism applies that patterns are difficult to monitor from the outside. There are needs according to an economist or sociologist that does not lead to specific action by an individual. On the other hand, cataloging of needs show educational interest and are not specifically assigned to a particular place of an economic factor or time. Also, the motivational needs are less faced up to and are numerous in a particular person. Moreover, the motivators prioritization and classification are random in nature. However, every individual tries to connect the ends and means of its own and follows a common structure that is followed by others. The prediction is unpredictable because it is not possible even if a sociologist and economist cannot give details of how the employee will act and will respond to the fulfillment of the needs. Part 4 Group dynamics signifies: The methods and measures that are taken in a group of people to get them prepared. A technique that influences the group and makes it tangible. The methods and forms that are explored by the scientific discipline. The features and capabilities of a group are different from the totality of the properties and abilities of the individuals in the group. Group-dynamic explains and shows some group dynamics as well as interpersonal relationships: The connection between two people. The connection between an individual and a group. Interactions between groups (Cartwright Zander 2007). Group-dynamics helps for the definite purpose of encouraging personal development and character construction. It has proven history in resolving conflicts, anger management and many more other segments (Brown 2010). Group dynamics and group terms are by, and large referred to all mechanisms, phenomena, sociological and psychological methods that materialize and develop in small communal groups for the period of their work collectively. To be more precise, the term refers to the following practices: Study (analysis and explanation) mechanisms and methods that are particular in small groups. Involvement in groups to enable the understanding of the growths that Develops and creates a change affecting the group or its participants (Brown, 2010). Specific training in groups to determine and recognize what happens in interpersonal connections within a group or congregation of people. Such training permits acquainting within themselves with the consideration of group developments and phenomena. The functioning group is considered by the use of balanced and scientific methods that practices the action of verbal exchange and depicts growth and maturation in open. References Britishairways.com, (2016).About BA | British Airways. [online] Available at: https://www.britishairways.com/en-gb/information/about-ba [Accessed 28 Feb. 2016]. Brown, R. (2010). Group processes: Dynamics within and between groups.Basil Blackwell. [online] Available at: https://psycnet.apa.org/psycinfo/1989-97300-000 [Accessed 28 Feb. 2016]. Carton, R.B. and Hofer, C.W., 2010. Organizational financial performance: Identifying and testing multiple dimensions.Academy of Entrepreneurship Journal,16(1), p.1. Cartwright, D. and Zander, A. (2007). Group dynamics research and theory.Row, Peterson. [online] Available at: https://psycnet.apa.org/psycinfo/1954-02395-000 [Accessed 28 Feb. 2016]. 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