Based on a critical analysis, what characterises the relationship between British Airways organisations structure and its professed culture?
British Airways came into existence in 1935, when smaller sized private UK airway companies fused. Another modification happened when Government nationalised British Airways and Imperial Airways formed BOAC- The British Overseas Airways Corporation. During that period of time, external markets were more foreseeable and constant. Therefore there was fewer urges for BA to introduce and apply innovative and competitive strategies into their organisation (www.Britishairways.com). Hence, there was no real need for BA to apply more aggressive strategies, considering the minimalised competition rate which lead to natural development of changes in BA’s strategy and its organisation, leaving the established strategy, culture and environment with no visible progress.
However, when nationalisation occurred in 1935, this resulted in a fundamental change imposing strategy within BA, and therefore subject to Government policies and machinations of the time (www.Britishairways.com). In 1946, BE was established as a separate statutory corporation, its main core competency being a domestic network. In 1973, the BOAC and BEA fused to form British Airways, despite the fact the organisation was going to be over-staffed. Between 1981 and 1983 BA response to this was strategic downsizing which resulted in reducing the number of employees, as well as senior managers by 40%. Until 1984 BA operated a reactive style of operational and personnel management. Due to European markets and their share were mostly dependent on negotiation skills contrary to competitive success. BA did not experienced many opponents or increased competition rate in many aspects. Therefore, this resulted in BA increasing the cost and charging their customers what they like, but not improving the quality of services they provide. As an outcome of such actions, BA...