Japanese Culture, Western Management: Taylorism and Human Resources in Japan.
I’m a senior writer at uk and hold a BA (hons) Business degree and MBA, I live in Birmingham (just moved here from London), I’m a keen writer, always glued to a book and have an interest in economics theory.
In this sense, the approach of the BA group can be understood from a systemic perspective, as it conceives both organizational and group mechanisms.
The leadership, management training and other programs demonstrates the equilibrium weight between the HRM mechanisms.
Although, the company faced the challenge to re-adapt the thinking of 50,000 employees towards this new values, changing their concepts about the BA, their jobs and objectives, essential to align the operational aspect of the HRM (group) to the intangible (culture), keeping the organizational processes coherent ( Schein, 2013).
The change of culture at British Airways aimed to transform the organization towards the customer, with costs and benefits approach, from a profit perspective. This is because the cultural change supposes a series of inferences which are linked by the behavior of the group according to its values, thus, although companies modifies and creates subcultures in the long run (Avolio, 2011), the leadership and fellowship training programs and strategies, and, the structural change, also were fundamental to enable the cultural shift of the organization, consolidating the BA position in the market in the 1990s. The flexibility and quick response to the markets through the redirection of the firm towards the customer services only were possible because the practices of the company already were being transformed, before the new culture be developed (Tushman et al, 2006). The British Airways, a State owned firm back then, was hit hard by the oil crisis which increased its operational costs. Change Management, Organizational Culture and Leadership. Notwithstanding, the recession lived by the United Kingdom were paired with a rigid management system, making the firm lose market share and revenue. This led to the abandonment of the Bretton Woods and the oil crisis, disrupting the market. (2008) The subprime solution: how today´s global crisis happened and what to do about it. At same time, the developed world faced stagflation and the Keynesian policies were de-legitimized towards the neo-liberal ones (Krugman, 2009). The culture change was allied to the structural change of the company, which had passed through wage cuts and reformulation of compensations. As the company determined what it wants to be in terms of culture (results, in the case be more customer oriented), it identified the behaviors it need to follow to attain those results, trained the leaders in the skills needed to achieve those behaviors and rewarded those who achieved, the control of protocols furthered the reaching of the strategy of the culture shift, through a coherent Change Management program, transforming the BA in the most profitable airline company in 1996. Though, the focus in the culture must be counterbalanced with the other organizational aspects of the firm which were also relevant in the reinvention of the BA in the market (Turnball et al 2001). According to Schein (2013), the real culture, is embedded in the behaviors, values and practices of the group mechanism, being a multidisciplinary approach more proper than the classification of the BA change in terms uniquely or more relevant of the culture.