The paper "Managing Organization Change - Qantas Air " is a good example of a business article. Qantas Air is the leading airline in Australia. It has a long history that can be linked to the development of civil aviation in Australia. The airline began with fragile biplanes that carried one or two passengers in open cockpits, but over time with changes in technology and effective management of change, it has grown into a world-leading airline that boasts of the most prestigious aircraft including the latest Airbus A380 that can carry 450 people at a go.
In fact, Qantas was the first airline to sign a contract with Airbus to acquire the Airbus A380. According to the airline’ s website, its success story is largely linked to human endeavour, not solely on changes in machines. A few determined individuals were able to overcome formidable obstacles to form the company as the Queensland and Northern Territory Aerial Services Ltd (QANTAS). The growth of the company has been attributed to its staff that is loyal to customers and effective management of change within the organization to deal with different challenges at different times.
Thus, in the company’ s own words, “ the story is about the people who have created its exciting and productive history - its staff, its customers and the excellence of its business partners and key suppliers. ..” (Qantas). The success of organizations lies in change. Change is an inevitable component of organizations’ success strategies and emanates from pressure from both within and outside the organization. The need for organizational change could be instigated by shifts in the market structure, technological development and government policies (Fryer, Ellis & Egbu, 2004).
The changes that may occur include new attitudes to work, as well as industrial conflict. It is therefore imperative that any effort to change an organization must take into consideration both internal and external forces (Fryer, Ellis & Egbu, 2004, p. 174). In recognition of the aforementioned points, this paper aims to evaluate the current changes at Qantas Air in its bid to maintain its position as a leading airline in the Asia Pacific region and the world at large.
Adams, C.A. & McNicholas, P. (2007) Making a difference: Sustainability reporting, accountability and organizational change, Accounting, Auditing & Accountability Journal, 20 (3) 382-402.
Allen-Meyer, G. (2001) What’s in a name? Approaching organizational change, Strategy & Leadership, 29 (6): 4 – 7
Arora, N. (2003) Theory ZYX of successful change management: a definitive guide to reach the next level Knowledge CM, Inc., Sydney.
Bloch, H. & Madden, G. (1995) Productivity growth in Australian manufacturing: a vintage capital model, International Journal of Manpower, 16 (1): 22 – 31
Burke, W.W. (2002) Organization change: theory and practice, SAGE, London.
Cummings, T. G. & Worley, C. G. (2008) Organization Development & Change 9th edition), Cengage Learning, New York.
Fryer, B.G. Ellis, R. & Egbu, C. (2004) The practice of construction management: people and business performance (4th edition) Wiley-Blackwell, Sydney.
Karakas, F. & Kavas, M. (2009) Service-learning 2.0 for the twenty-first century: Towards a holistic model for global social positive change, International Journal of Organizational Analysis, 17(1): 40 – 5
Qantas (2008), Airbus A380 Qantas Implementation Challenges, asasi.org/papers/.../A380%20Operator%20Considerations_Sharp.pdf – (viewed on 21 May 2010).
Qantas, About Qantas, http://www.qantas.com.au/travel/airlines/about-qantas/global/en (viewed on 21 May 2010).
Thomas, I. G. (2005) Environmental management processes and practices for Australia, Federation Press, Sydney.
Tushman, M. & O’Reilly, C. A. (2002) Winning through innovation: a practical guide to leading organizational change and renewal (2nd edition), Harvard Business Press, Sydney.
Woodburn, D. (2006) Marketing measurement action research model, Measuring Business Excellence, 10 (2): 50 – 64.