Organizational Psychology of Qantas-Free-Samples for Students

Question: Discuss about the Organizational Psychology of Qantas. Answer: Background of the organization Qantas, the top ranked airline is continuing in the airline industry as the dominant and best airline in Australia and Australasia regions. The story of Qantas goes back to 1920 when it started out as Queensland and Northern Territorial Aerial Services Limited and gets inextricably associated with civil aviation development in Australia. Having a humble beginning with providing airmail services, the airlines have managed to survive all kinds of adversities and moved ahead for becoming a formidable organization that is flying millions of people all across the world every year. All across history it can be seen that Qantas has often innovated for staying ahead, which counts in the pioneering services from Australia to Europe to North America, and the introduction of the business class. One major milestone for the airline was its privatization in the year 1995. The group has a wide range of commercial and ownership links with various local carriers (Qantas.com, 2017). Discussion Organizational culture before and after The culture of the organization was initially focused on the product and the services offered by the organization. However, after the implementation of change management organization was more oriented towards the customers of the organization. Moreover, services provided to the customers were an integral part of the policies of the organization. It was pretty much evident that these strategies are supported by the higher officials of the organization. Internal marketing was the tool used by the organization to communicate this message to the employees in the organization which included road shows which was to trying to enforce the fact that satisfaction level of the customers is important. Interventions in human resource management were used to institutionalize the framework and boost performance in the organization. The key initiatives comprised of creation of work teams, development of elaborate training and development programs and providing ownership to the employees. Thus, these policies show that there has been a drastic change in the organizational processes and the organizational culture has been totally changed where the employees are being to be more focused to providing service to the consumers in the target market. Thus, the organization implemented the model created by Kotter to achieve excellence in terms of creating a fruitful environment for the employees (Shaffner, Mills Helms Mills, 2017; Pollack Pollack 2015). Application of organization theory Organizational theory is the study of the structures of organizations. Four critical theories add to study - classical theory, human relations or neo-classical theory, contingency or decision theory and modern systems theory (Shafritz, Ott Jang,2015). After some time, the highlight in organizational theory has moved from firm, hierarchical structures uncontrolled in the industrial age to broader, more versatile structures more unavoidable in the technological, modern age. Techno-structural interventions included outsourcing, competitive tendering and downsizing. Qantas altered the management structures with new classifications to suit its new corporate approach and set up 8 organizations in 3 classes: flying groups, flying offerings and associated commercial enterprise. A corporate center is maintained to offer an incorporated and centralized facts generation (IT), human resources (HR) and financial services; whilst inner opposition for investment became fostered among all stand-by myself commercial enterprise units to optimize responsibility, collaboration and agility (Knutsen, 2016). This structure resembles the self-contained unit agency and is alleged to enhance the adapting to evolving marketplace situations. However, Qantas was facing risk due to internal collaboration which may lead to development of conflicts among various groups. Thus, in order to mitigate this risk, the organization rallied with the other processes in the organization with the common goal of achieving the objective of the stakeholders. (Burke, 2017). Classical organization theory progressed in the midst of the fundamental bit of the twentieth century addresses the merger of sensible management, bureaucratic theory and administrative theory. Human relations theory uses a part of the feelings of classical theory as its base yet stretches out those feelings to merge diverse benchmarks. Key gauges fuse underlining contrasts between people to make differing convincing motivations; and set tling innovative conflict to help develop new considerations and collect more grounded working relationships. Another standard incorporates underscoring social associations, participative management and decision-creation (Knutsen, 2016). Disciples of contingency theory, similarly insinuated as decision theory, consider battle to be manageable. This theory maintains the decision that organizations exhibition sensibly and specifically to conform to environmental changes. Contingency theory studies management suitability by management's environmental adaption limits (Otley, 2016). The foundation of the modern systems theory is the decision that the dominant part of an organization's fragments interrelate nonlinearly, henceforth revealing a little change in one variable impact various others (Luhmann, 2017). Analysis of management and practices Other than the air transportation business, Qantas had invested in numerous associated-enterprise opportunities (Qantas Engineering, holidays, Flight Catering, and Qantas Defenceservices). Qantas coordinated and centralized its logistics companies to attain extra efficiency and value effectiveness. It also vertically incorporated profitable segments of the price chains to realize aggressive blessings of pass business aid transfer at lower cost. The usage of the Ansoffs matrix, Qantas is largely working towards the Product improvement approach Qantas is augmenting their merchandise with complementary talents in other regions. This builds logo recognition whilst diversifying dangers. The profits from the related corporations provided Qantas with the sources and versatility to facilitate the implementation of the enterprise exchange and hold momentum of the technique (Sarina Wright, 2015). Employee motivation and performance Although retrenchment is not the sole way of ensuring profitability and aggressive edge, it's miles vital to lessen ability and unfastened up coins in hard instances. Whilst it's implies a painful selection, layoffs are a part of Qantas usual corporate strategy to boost its organizational absorption against risks. Qantas enforced expanded redundancies and use of gathered go away to reduce staffing numbers, began an elevated depart-without-pay software, and using greater informal workers and foreigners to fit the labor charges of its opponents. But, Qantas is also squandering its goodwill with its team of workers because of the common layoffs over time. Employees loyalty and commitment can be absent that might in any other case tide Qantas over the crises. Moreover, Qantas will initiate the unions main to operation disruptions. Retrenchment need to be accomplished because the ultimate resort. If downsizing is required, it should be greater sensitive to the employees. Thus, management of employee motivation with hep of the performance appraisal system and performance management was the most effective way of improving the impact of employee motivation on organizational performance. Moreover, there tangible and intangible benefits attached to employee motivation will be important maintaining the long-term sustainability (Bamber et al., 2013). Change management strategies External factors of Qantas are very important for its organizational performance. Inside the change management process that took place in Qantas, it was found to be imperative for them to be using strategic interventions for managing their relationship with the external stakeholders and devising proper responses for outward pressures. Qantas must attempt at realigning their business strategies and the organizational system, innovating and becoming a leaner and sleeker organization, for addressing external and internal disruptions. The changing environmental situation in the industry and the rising popularity of Virgin Blue acted as catalysts for change in Qantas (Hayes, 2014). For staying ahead in the game, Qantas needs to undergo a complete organizational transformation for strengthening their position and outperform all their rivals. Qantas got spurred into becoming more market focused and leveraged on their core competencies for providing premium and value-added customer service a cross a wide range of platforms for several customer segments (Scott Davis, 2015). This was a section of the broad differentiation strategy adopted by Qantas, the foundation of their corporate strategy and their change programs. The main objective of this strategy was even of building up the organizational agility and absorption inside Qantas. Agility is their capability of identifying and capturing business opportunities ahead of their competitors constantly, and on the other hand, absorption is the strength of withstanding market shifting. With the help of the broad differentiation strategy, Qantas would get the option of leveraging on their strength and resources for excelling in the different market segments with the help of innovation, at the same time maintaining brand presence in different associated businesses and building up their buffer in opposition to crises. The objectives of broad differentiation strategy sticks to three types of defenses in opposition to competitive forces - positioning on which the organization founded their capabilities, impacting the balance, and exploiting the different industrial changes (Baker, 2014). The main defense mechanism for remaining competitive is constantly upgrading their core competencies across the ultimate number of multitude customer service platforms and for continuing pioneering innovations such as the CityFiyer services on key trunk routes. Some unique factors that were introduced by Qantas as a kind of developmental initiatives for achieving unique market attractiveness include the OzJet. Qantass transition from being a government oriented business to a high performing strategic corporate company asked for aggressive structural changes. The organization looked for forging partnership between staff and management with a common comprehension of contributing to the profitability of Qantas, and implemented profit driven business strategies with the help of cost reduction and building up of a customer service focus. The procedure is ongoing with different fronts that are continuing till today (Mules, 2013). Conclusion The change procedures inside Qantas that are related with the corporate vision of broad differentiation strategy helped reap positive results at the time when the global aviation fared in a poor manner. Qantas managed restructuring itself for focusing on the important business priorities. Qantas managed being leaner with increased operation efficiency and productivity. The organization managed network expansion and building capabilities with the help of bold diversification for reaching extended audiences with huge success. However, the past of Qantas is not guaranteeing their future success. Qantas needs striving for improvements for being able to satisfy their different constituents that would be helpful for their relationships with the external stakeholders. References Baker, M. J. (2014).Marketing strategy and management. Palgrave Macmillan. Bamber, G. J., Gittell, J. H., Kochan, T. A., Von Nordenflycht, A. (2013).Up in the air: How airlines can improve performance by engaging their employees. Cornell University Press. Burke, W. W. (2017).Organization change: Theory and practice. Sage Publications. Hayes, J. (2014).The theory and practice of change management. Palgrave Macmillan. Knutsen, T. L. (2016).A history of international relations theory. 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