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Management Essay：蓝天航空公司的高级管理人员 这份报告被用于天空航空公司的高级管理人员。最近被任命为顾问被要求去探索公司的变更管理。它也被要求评估当前的天空航空公司和组织性能的一系列建议,建议在这家公司成功地管理变更的方法。 介绍和文献 “变更管理是一个结构化的方法来转变个人、团队和组织从当前状态到理想的未来状态。变更管理(或变更控制)系统的过程中更改控制的方式实现遵循一个预定义的框架/模型,在某种程度上,合理修改”。 组织正在发生巨大变化的组织行为包括人际关系、态度、效率、性能、工作满意度和员工的承诺,以及组织承诺水平和工业关系(Jones, 2004). 管理的工作是帮助一个组织充分利用资源来实现其目标。表现管理实现这一目标的基本管理职能:计划、组织、领导和控制(琼斯,2010)。教育和经验使管理者认识到和发展所需的技能将组织资源最佳利用。因为世界已经改变比以往任何时候都更加迅速,经理和其他员工在整个组织必须执行在较高的水平。日益激烈的竞争,不断变化的环境和全球化带来了严重的压力管理的组织改善业务性能(Elearn,2005)。经理必须寻找方法来提高业务性能变得更加灵活和响应更快速的市场。经理们面临的挑战之一是有效地管理变更(Gonclaves,2007)。一直有需要管理变更和很容易高估的程度的规模和速度改变历史。 This report has been intended for senior management of the Sky Airlines. The recently appointed consultant has been asked to explore the change management at the company. It has also been requested to evaluate the current organizational performance of Sky Airlines and a series of recommendations which suggest ways of successfully managing change at this company.
Organizations are undergoing massive change in organizational behaviour which involves looking at the interpersonal relationships, attitudes, productivity, performance, satisfaction of job and employee commitment, as well as levels of organizational commitment and industrial relations (Jones, 2004). The job of management is to help an organization make the best use of resources to achieve its goals. The management achieve this objective by performing essential managerial functions: planning, organising, leading and controlling (Jones, 2010). Both education and experience enable managers to recognise and develop the skills they need to put organizational resources to their best use. Because the world has been changing more rapidly than ever before, managers and other employees throughout the organization must perform at higher levels. Increasing competition, ever changing environment and globalization has put severe pressure on management of organizations to improve their business performance (Elearn, 2005). Managers must look for ways to improve business performance by becoming more flexible and responsive in markets. One of the challenges the managers face is to manage change effectively (Gonclaves, 2007). There has always been the need to manage change and it is easy to overestimate the extent to which the scale and rate of change at this point in history is greater than that in the past. It has frequently been documented that a global economy, increased business competitiveness, the move towards more customer-oriented market and advances in the scientific knowledge have led to a period of constant change and the need for greater organizational flexibility (Mullins, 2007). In the ever-shifting business world, change is inevitable and can come in many different varieties like technological change, changes in products or services or changes in employee credentials. Change can also stem from within an organization due to changes in strategy, changes in economy and/or executive changes. Internal business changes sometimes result in layoffs, hiring sprees, physical business moves, and even a redistribution of work responsibilities (Jones, 2010). Whatever the type of change, organizations can benefit from actively managing change. The employee's responsibility is to perform their job to its best, which is different for every employee and depends upon a wide variety of factors (stability, health, experience, maturity, motivation, personality, etc.). Management of the company has the responsibility of managing change and they must manage it in a way that employees can cope with it (Harvard, 2005). The management has a responsibility to facilitate and enable change, and then to assist employees understand aims and objectives, reasons, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable, not to instruct and impose, which nobody really responds to well (Beardwell, 2010). The management can effectively manage change by taking its employees with it, focusing on training and development of employees, team working, control, motivation and other related issues. Change management is a very important factor in the success of any organization (Redman and Wilkinson, 2009).
Sky Airlines was doing good business before the merger with Arrow. It stressed on the training and development of each and every employee on induction. Training and development was also an on-going procedure in the company. People management was excellent and employees were highly motivated to perform the job. Sky Airline had a strong corporate culture and had a casual attitude towards working environment in the organization. Its informal working patterns made employees happy, excited and they loved and enjoyed to do their job and perform their tasks according to the set targets. Although the organizational culture was informal, great emphasis was put on excellent service and on employee's contribution to customer service. This feature distinguished Sky Airline form other Airlines. Manager conveyed all the company policies and procedures to employees. Control of employees was not strict and people were empowered to perform their tasks according to their specific requirements. The employees used to complete all assigned tasks within allotted time and minimum resources. Flights were sent on time and there was no loss of baggage or any complaint about the service. People felt proud to work in the company. Team-working between colleagues as well as with managers, communication and cooperation was excellent. Employees were considered as an important feature of the organization's success in terms of improvement in services. Organizational performance was further enhanced as employees feel fun to work in the company. All these factors contributed to the effective organisational performance of Sky Airlines and helped in making the employees motivated, excited, hardworking, confident, satisfied and determined. Sky Airline's culture also helped in enhancing the employees' abilities as well as contributed towards effective performance of other business aspects. The organization structure was flat as employees were involved in decision making process and given the power to make decisions on spot if required. It seemed like company was making good progress not only in relation to organizational performance in terms of effectiveness, efficiency or improvement but also financially as well as parties were organized and many benefits were provided to staff members. Merger with Arrow proved disastrous for the employees of Sky airline which affected their performance. There was a sudden change in environment and the ways the business is carried out. Arrow Airline's culture was formal compared to Sky's informal culture. Arrow Airline stressed on the policies being followed strictly. Arrow Airline was technological superior and had more experience in the industry. Resource utilization was not efficient. There was not only change in culture but also change in organizational hierarchy. The employees working in the Arrow were mature but arrogant which contributed to the ineffective communication between the employees of both companies. Employees' satisfaction and motivation detoriated and declined as complexity and complication arose. Relations soured between the employees of both the airlines and there were continuous complaints against each other. The Sky Airline's management was also not cooperative in dealing with its employees queries and complains and employees continuously feel threatened of losing their job. This all resulted in loss of customer confidence and loss of luggage in additions to complains.
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