Case Study: Organisational Development Essay

As a means of accurately comprehending the issues in this reference it is essential that abridgment takes straddle using a set of managerial perspectives in relation to the execution of lurch in order to pull in the deficiencies in BA focal points implementation of change. A classical Organisational Development (OD) access is foc social occasions on changing attitudes and behaviour whereas in this typeface focus was solely upon improve effectiveness of administration.According to this perspective BA disregarded several pick up steps in implementing this change as no feedback was gathered from staff. The OD practitioners in this show window carry ineffective intra individualised and interpersonal skills as vigilance come failed to gain the trust of its employees and do not display personal integrity. In relation to a sense making perspective BA did not understand that the change they intended to implement needed to have plausibility in the eyes of employees.Hence pru dences overture to abandon talks over the introduction of bright cards and circulate their forced implementation at just five days board (Palmer, Dunford and Akin 2009) . BA did not effectively assume to positive slick aspects of this change as employees still thought that the system would be employ to make staff alter their working hours at little menu (Palmer, Dunford and Akin 2009) . Common to various change management approaches are that they foreground the need for communication to be not just about offer on learning but allowing different voices to be heard.BA by abandoning talks with unions and employees and also in the lack of provision of appropriate information to their American customers during the strike demonstrates an inherent incapability of BA management to convey information effectively (Palmer, Dunford and Akin 2009) . Also apparent in this case is the lacking of one strong leader of multiple leaders not one person in BAs management social organizati on 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 million pounds.According to this perspective it is argued that the mode of change will depend on the scale 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 postulate of the organisation. The situation called for a collaborative style of change conscription upon input from a range of sources including employees, unions and management but instead pull upon a coercive approach thus adding further fuel to an already flamed situation, the layoff of 13000 employees.Viewing this case from a processual perspective this approach highlights a keep down 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 B A case study example BA management fail to effectively understand the problem at hand, instead they made the choice to ignore central cultural issues within the organisation and proceed ahead with what they considered as the outgo course of action from an efficiency perspective.Evidence is found through chief executive officer Rod Eddingtons comment that he was unaware that there was charge a respect 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 adjudicate to understand why their method of implementing change failed from a range of perspectives. From this BA can develop 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 encountered by BA in this case would be to be more proac tive in their change management strategies. If BA are continuously working toward change making use of employee opinions and feedback within the organisation, large 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 support of its employees due to their partnership in the design and implementation of change within the organisation.In termination it can be identified that BA in this case have managed their implementation of change very poorly 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 continued organisational knowledge of this business. Bibliography Palmer, Ian, Richard Dunford, and Gib Akin. Managing Organizational Change A Multiple Perspectives Approach. New York McGraw-Hill, 2009.