Organizational Behaviour Professional Liability and Responsibility

Question: Describe about the Organizational Behaviour for Professional Liability and Responsibility. Answer: Introduction Alan Joyce, CEO of Qantas since the year 2008 has a remarkable sense of professional liability and responsibility sharing that it brings newer height to Qantas airline operations. The success measure is reflective with maintaining the competitive position for Australian domestic market, increased partnership, more focuses on environmental sustainability, loyal business framework and an overall profitable growth of the business. Background and Aim In recent time, with technological advancement, increased demand of customers, and rising of the competitive level among rivalry companies in market, there is a significant demand of change for Qantas. The change is requisite in terms of managing the organizational behaviour such that acceptability and continuity of work with maximization of effectiveness and increase in profit level can be achieved (Pugalis, 2014). The present report thus focuses on the elements of innovation and change management in the organizational behaviour that can manage these requirements. Review of organizational sales, profit, and share price performance The organisational sales of Qantas have seen many ups and downs. The company have made around $900 million profit, which is a big turnaround for any company in Australia. In the initial service periods of Alans service, the company have witnessed a huge and terrible loss of around $2.8 billion. In the year 2014, the company suffered a loss of around $252 million by suspending around 5000 workers (Alan Joyce, 2010). Lewin force field analysis model The below mentioned chart represent supplementing and deteriorating elements that accurately describe the present standard of organizational requirement in present time (Swanson and Creed, 2014, pp.28). The forces depicted on the left hand side illustrate the driving forces whereas the forces on the right hand sides show the restraining forces. After suffering a huge loss of around $2.8 billion, Alan did not lose hope and maintain his positivity which helped him to earn a profit of around $900 million. To sustain in the global market, he has tied up and partnered with many collaborators. As a result of this, company had many shareholders and investors in the market that sustain the market position and support the current asset values of Qantas (Bunker, 2013, pp.21). Alan also believes in the idea of compartmentalisation, which focus on collecting various issues and then solve them according to the priority level. The company suffered a huge loss in billions ($2.1 billion) which hinders its progression and which forced to make cost cutting operations by lay outing around 5000 staffs.. It is noteworthy to mention that his impulsive and failure decisions, had also been criticised as Machiavellian, Leprechaun and Wrecker by politicians, media and union people, respectively. During his service period in Qantas, Alan made many serious faulty decisions which had very serious effects on the company management including loss and fatal decision against stakeholders consideration (Reason, 2016). Resistance to change at Qantas After appointing Alan Joyce as the CEO and managing director Qantas since 2008, the company had seen several changes and reforms. The first issue states that the company issued change without any consultation. This issue includes: The breach of employment contract of two employees named Natalie Gartside and Helen Joyce in 2008. According to them their job period was for a fixed time and not for a temporary period (Smith, 2016). In the year 2014, he dismissed 5000 workers and wages were lowered until the company achieves its basic profit. He employed majority of his staffs from Australian territories. Another issue was the lack of clarity between the management and the workers and also the shareholders. The company was unable to communicate the accurate details and types of change in the management. This misunderstanding created a lot of disputes in the company (Hsu and Liou, 2013, pp.40). Lastly the staffs were not able to cope up with new organisational culture and individuality when Qantas was changed to Australian Airline. Analysis of Qantas Organizational Culture Qantas is Australias one of the largest airlines. It aims at creating low fare airlines for the benefit of all class of customers. Its organizational culture comprise of three important sections viz (1) customer (2) commercial (3) sales and marketing (Buschqens, 2013, pp.763). Qantas airlines fly over 46 countries and have around 45 million passengers per year. It has never been an issue of dealing with passengers of various countries having various social cultures as its staffs are hospital and cooperative in nature. It always welcomes new innovations to its aviation industry. The company believes in advanced and superior product and services like advanced check in and transport services. Thus, Alan always infers in delivering the most excellent customer service and providing loyal services to ensure customer retention and increased sales. It always abides by the laws and regulation of Australia and makes it compulsory for its employees (Alan Joyce, 2010). Aspects that is requisite to be changed: Recommendation There are few aspects of Qantas which needs to be revised or changed. These include elements like: There are certain loopholes in Qantas business structure which needs to be changed for profitable aspects. Cost optimization is needed at maximum levels along with economic and technical improvement (Singh and Sushil, 2013, pp.250). It needs to focus on the customer service for their economic growth and improvement. Earlier it used to recruit employees belonging to diverse cultures and then guide them to adjust with Qantas culture. However, now new strategies are needed towards customer service. The company should goal at long term targets by expanding its empire towards Asian region, as according to estimation in the next few decades Asian market would create the best aviation technology in the world. It needs to discard the unprofitable routes, as a result it can be utilised in some other profitable routes. To avoid any type further dispute, the management should involve the representatives of share-holder in the decision making process (Epstein and Buhovac, 2014). To create a mutual understanding and cooperation with the unions through a co-determination system of approach. Conclusion Qantas has been started 90 years back and has seen many successes and failures. Despite few failures, it seems to be in the right path towards success under Alans excellent leadership. He developed it in both profitably and efficiently after dealing with many issues like aircraft design and management problem. In spite of several criticisms, he brought the company to the top position, where it is now one of the most successful and lucrative airlines in Australia. The scope of recommendation are thus believed to be effective in achieving and maintaining the competitiveness for company in the long run. References: Alan Joyce, 2010. Qantas Airways CEO on Two Companies, One Leadership Style. An Interview with Alan Joyce. Retrieved from https://www.bcgperspectives.com/content/videos/leadership_organization_joyce_alan/ Dated 18 Sep 2016. Bunker, D., Levine, L. and Woody, C., 2013, June. Repertoires of collaboration for disaster management: Negotiating emergent and dynamic systems success. In International Working Conference on Transfer and Diffusion of IT (pp. 21-38). 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Managing the risks of organizational accidents. Routledge. Smith, M. 2016. True Leaders 2016: How Qantas CEO Alan Joyce became the turnaround king. Retrieved from https://www.afr.com/brand/boss/true-leaders-2016-alan-joyce-qantas-ceo-20160711-gq37e9 Dated 18 Sep 2016. Swanson, D.J. and Creed, A.S., 2014. Sharpening the focus of force field analysis. Journal of change management, 14(1), pp.28-47.