BRITISH AIRWAYS

NAME Research Project

MONT ROSE COLLEGE

 British Airways

Contents

CHAPTER 1 INTRODUCTION 3

CHAPTER 2 METHODOLOGY 10

CHAPTER 3 LITERATURE REVIEW 11

CHAPTER 4 FINDINGS 23

CHAPTER 5 CONCLUSION AND RECOMMENDATIONS 30

Chapter 6 References 32

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CHAPTER 1 INTRODUCTION

According to britishairways.com in Story: The story of British Airways can trace back to the birth of
civil aviation, in the 90 years of history of world's first schedule air service, air travel has changed
beyond all recognition. New developments and challenges followed through decades shaped the path for
the future of aviation. Looking back to different eras of air travel we can see how British Airways
transform it self and became the world's third-largest airline group in terms of annual revenue and the
second-largest in Europe with average 38,592 employees.

According to britishairways.com in StoryOfficially established by the United Kingdom government in

1972 to manage the two nationalised airline corporations and two smaller, regional airlines. At 1974, all
four companies were merged to form British Airways. After privatisation in 1987 expanded with the
acquisition three more companies and in 2011 BA were merged with Iberia and formally creating the
International Airlines Group (IAG).

Strategic Change Structure:

This involved the measures that the management took in order to try and rescue the organization from
the losses it was incurring. Therefore, since the recent loss of 401 million pounds (D. Milmo, 2009) was
the main concern and reason that sparked the organizations need to change, cost reduction then became
the number one priority and the cabin crew sector seemed to be pin pointed as the area where most funds
were being wasted and also the part of the organization that was identified as expandable as compared
to other professions such as pilots and engineers amongst others. However, looking at it from the
kaleidoscope context, it is clear that scope and degree of the change that was to be implemented is
broad; even though it seems to mainly target the cabin crew, but also extends to the other professionals
such as the pilots and customers in terms of service and the service quality provided, and even price.
(scope/Preservation/diveristy)

Nature & Extend of Change:

This reflects to the changes that the then CEO of BA; Willie Walsh, implemented. Even though other
areas of the organization was affected, the main cost reduction strategy mainly focused on the cabin
crews, whose pay and perks make up a bulk of BAs operational cost

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Therefore on Oct 6, 2009, BA announced that 1,700 cabin crew job cuts, of which 1,000 were taking
voluntary redundancy and a further 3,000 choosing to go part time. There would also be a 2 year pay
freeze from 2010. The number of crews on long haul flight was reduced from 15 to 14, which took effect
on November 16, 2009.

On December 14, 2009, changes implemented involved imposing significant contractual changes on
cabin crews; extended working hours and reduced wage of 11,000 for new starters. (BBC News
Business, 2009).

Other areas affected were the BAs Engineers who agreed to more efficient ways of working and a third
of BA managers have accepted voluntary redundancy. (WALSH, Willie, 2009). Customers were also
affected since BA also scraped all meals except for breakfast on its short hauled flight in a bid to save
22m a year. (BBC News Business, 2009).

The extend of BAs changes focused on reduction of cost in every way possible, and in reference to the
kaleidoscope, the changes implemented affected the different diversity groups of BA. In all aspects,
BAs management was ready for the changes, but cabin crews were apprehensive and resistant about the
change. (readiness)

Change Management Strategy:

As it is known about profitability, revenue minus costs equals to profits. Therefore, with the current loss
that the organization was facing, either and increase in revenue; mainly through sales, or a reduction in
costs, was the strategy to be taken. However, other external factors such as the recession that hit Europe
meant that customers were less inclined to spend more. In addition, recession that hit Europe was sudden
and had a unforeseen impact on BA therefore, the change strategy that implemented had to be done
almost with immediate effect in order to avoid further loss and the organization to survive in general.
(time) This in turn was met with a lot of resistance from the cabin crews who stood to be affected the
most.

Challenges in Change Implementation:

On one hand, and as quoted by Willie Walsh in Mail Online, Everyone knows that British Airways is in
financial difficulty. Many of my colleagues understand this. Our pilots have agreed a pay cut. Our

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engineers have agreed more efficient ways of working. A third of our managers have accepted voluntary
redundancy. And nearly 7,000 colleagues volunteered for salary reductions because they wanted to help
this great British company in a time of dire need. (WALSH, Willie, 2009)

On the other hand, the management team also received condemnation and strong resistance from a
majority of cabin crews and the trade union, Unite who felt that improvements in the management of the
airline was a bigger priority (BBC News Business, 2009)

From a kaleidoscope context; Walsh found himself in a dilemma because the cabin crew was not being
co-operative to his change strategies. He tried to establish two change factors which is make the
management team the Change Agents who as described by Jeff Marsee (2002) as individuals who
believe they must initiate actions to improve organizational effectiveness, and the employees in general
as Change Missionaries who are basically those committed individuals who are willing to step away
from the status quo and place additional effort behind a cause (J. Marsee, 2002)

However, the despite arose as the change missionaries were not willing participants. They also
believed that better management of the organization was a bigger priority thus suggesting an exchange
in role between them and the management as far as the relevance of Marsees change implementation
steps are convened. Therefore, the dispute was geared towards changing the Change Agents into Change
Missionaries and vice vasa. (readiness/capacity/capability/power)

WHAT IS THE MEANING OF THE WORDS: TRAINING AND DEVELOPMENT

The first is the organization level which finds out what is needed to change in the organization and
whether the change in that area of the organization will be achievable. You will be able to find out
whether the changes need to be executed in areas like quality, sales, production, safety or costs.

The second level is the tasks level. From this level, you will be able to find out if the employees
abilities, skills and knowledge are still relevant. You will do this through the use of job description and
job analysis. In the task level for the assessment of the training needs, you will need job analysis and job
description to evaluate how capable the employees are. This is so that you will be able to find out what

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is the required abilities, skills and knowledge to perform the task needed to meet the organization needs.
At the third level which is the person level, you will be able to determine the people who needs the
training by using job specification.

Task analysis is an important part of training assessment needs as it helps to ensure the training process
will not cause the company to waste time, resources and money. In the training needs assessment, the
management will conduct training only if they find out that there are weaknesses in the organisation.

The second phase is the training activity phase which is determined by the training objectives that were
identified in the assessment phase. In this phase, the organisation will be considering the training
content, training method, training location, trainer and period or timing.

When considering the training, there will be two options to choose from. They are the off-the-job and
on-the-job training. Some of the methods of performing off-the-job training and development include,
classroom activities, simulation and management training.

In the classroom activities, this method of training is best suited for formal training and it is also the
most cost effective way of training groups of people (Stone, 2010, p.350). There are a few room
arrangements that are best for training a mass audience, they include the circle, the classic classroom,
the squared-off U, the semi-circle and the square arrangement. Hence, the manager has to select the
room arrangement that will meet the training environment that they would like to produce. An example
can be, the circle arrangement will not be better than square when it comes to the taking of notes.
Another example can be, the squared-off U arrangement allows for more communication and it portrays
a more professional nature when in comparison with the circle or semi-circle arrangement.

Subsequently, the simulation method of training is practiced so that the training will be of the closest
proximity to the actual situation that the trainees has to be prepared for in his line of work. At the same
time, this training method is administered in an environment that will be within the control of the
trainers. So that the training will be of the lowest level of danger to the trainees. Simulation training can
come in the form of machine simulators. Examples of industries that will find this kind of training useful
consist of the aviation, the rescue and the automobile industry. Other means of simulation training
includes the vestibule training. This form of training is used to allow the trainees to operate equipments
that bear a resemblance to the real equipments. The purpose of such a training is to provide the trainees

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with an environment that gives them the time and space to practice without being pressured to meet the
datelines of an actual operation.

The next off-the-job training comes in the form of management training. Management training is used to
let the trainees go through the stress and situations that will be a part of being a manager. Some of the
practices include using case studies, incidents, role-plays, in-basket exercises, gaming, adventure
training and cookery training. This form of training has many advantages and disadvantages. First of all,
cases studies can be used to test the capabilities of the trainees in solving problems that are specific to
the situation that was discussed in the case study. This method can also allow the trainees and trainers to
exchange opinions and ideas that are targeted to the training objectives. However, to make the training
effective, the trainer has to ensure that the questions will cause the trainees to think and the whole
training process has to involve all the participants.

Next, organizations will consider using adventure training to meet the training needs because such
training will cause the trainees to find out more about their own abilities when faced with obstacles that
will challenge them mentally and physically. At the same time, such practices bonds the trainees when
they come together to overcome situations. Hence, it helps to develop leadership skills that will be
useful in the workplace. Unfortunately, there are some evidences that states that this training method can
present potential legal and safety pitfalls (Kezman and Connors, 1993, pp.71-4).

In on-the-job training, the trainees are going through training while going through their daily routine at
work. This form of training has more advantages when compared to off-the-job training because the
transfer of skills and knowledge is real time while the trainees are in their job environment. Some forms
of on-the-job training include, coaching, understudy assignment, mentoring, job rotation, project
assignments, small site management, secondments and behavior modeling.

Coaching is whereby the trainer will be giving the trainee one-to-one attention. In this type of training,
the trainer will provide the trainee with a standard example to follow and the trainer will offer guidance
to the trainee along the way. Another training method is job rotation, this type of training provides the
trainee with an opportunity to take up different roles and responsibilities in the organization. However,
the advantages of job rotation will be lost if the trainee is changing from a unexciting position to another
(DuBrin, 2008, p.231).

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Next, behaviour modeling is a way that trainees can be taught using other peoples experiences. This
form of training is used to change the behavior or skills of the trainee by providing them with a model to
follow. Organisations have found that this type of training is useful in imparting customer service, sales
and supervisory skills.

Another type of training is action learning. This training will be useful to the organization because, the
materials that are used to teach the trainees are cases from the problems that the trainees are going
through in their own work environment (Raelin, 1997, p.21). When trainees go through this form of
training, they will feel that the knowledge that is passed on to them is just a remodeling of what they
already know.

Next method of training that is useful is the competency-based training. This training method is used to
identify how competent the trainee as competencies are the skills that will distinguish a low and high
performance trainee. This form of training is able to provide the trainees with a very focused approach to
their training process as they will be able to find where their areas of improvement as well as their areas
of expertise are. Consequently, a training program will be tailor made to their competencies standard.

Another method of training is the apprentice training. Apprenticeships are usually used to train trainees
in industries that require skilled labour like electricians, carpenters, mechanics and machinists. However,
this form of training has no organized program as it is just based on observation and practice.

A different kind of training is the supervisory and management training. This training is used to develop
trainees from the background of a worker to have a mindset and skills of a supervisor or manager. This
includes having the skills in planning, leading, organizing and controlling. In having a managers
mindset, would mean that the trainee is always focus on the growth of the company as they are the
people that will bring the organization to greater heights.

Next, organizations that place great emphasis on the training and development of the employee will use
corporate university (Peak, 1997, p.33 and Tesorieo, 2005, pp.50-6). Trainees that go through training
from corporate university will end up doing their job more proficiently as the knowledge that they
receive will be closely aligned to their job scope and the training will be of the same objectives
throughout the organisation. An example is the Hamburger university from Macdonalds. Another
example is the university of Toyota.

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Following that, diversity training can be the next consideration for organizations. This form of training is
used to address the different age, gender, race, nationality, religion, sexual orientation, marital status and
a range of other factors (Stone, 2010, p.357). This is to ensure that there will be equal opportunities to
everyone in the organization.

Next, training technologies is another training activity that can be of concern to the organization. This
training consist of computer-based training, audiovisual equipment, multimedia and web-based training.
This training method uses the principles of reinforcement theory, hence the trainees will retain the
knowledge that they have learnt better. Other advantages of such a training activity include the ease of
bringing the learning material around and also the fact that the trainees can have access to the training
contents whenever they need it (Schultz, 1998, pp.181-2).

Following that, we will discuss about who is responsible for delivering the training. They include the
training departments, training consultancies and the line manager (Beardwell et al, 2004, p.327). The
training department is a very important because they have specialized knowledge in the administering of
training, hence they can act as consultants to the line managers. Training consultancies are used to
provide training programmes if the client organizations do not have training departments within their
company particularly small and medium sized companies.

The training evaluation phase is to find out where can improvement be made to improve the training
programmes so that the training will only be beneficial to the company and not a waste of company
resources. Training evaluation is in place so as to find out if the training activity has met its training
objectives. If there is something wrong with the results, you will know that the training objectives are
wrong. The evaluation also shows if the training program helps to solve the weaknesses that were
previously highlighted in the training needs assessment phase.

However, some evidences states that the training and development are viewed as being an expense to the
company as at times it does not deliver the forecasted effects that the training was supposed to have on
the organization.

The ways to measure training effectiveness include using reactions, learning, behavior and results.
Reactions are usually considered in the process or at the closing stages of the training procedure. The
factors that are taken into account include the content, the trainer and the methods used to deliver the

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training. Behaviour is a form of evaluating the transfer of training in the process of the training. The
greater the transfer of training, the more effective the training.

Research objectives

I. To determine the influence of training and development within British airways.

II. To evaluate the effectiveness of training and development within British airways.

III. To analyse the literature related to training and development within British airways.

Research questions

What are the long term implications of training and development within British airways?

How the staff can benefited from the British Airways?

What training and development programs BA follow?

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CHAPTER 2 METHODOLOGY
This would be a secondary research and the methodology may include collecting information and facts
through the following sources:

- Literature Review

- Online Library

- Online Articles

- World Wide Web

- Encyclopaedias

- Harvard Business Review

- The Internet Society

- Research projects

Secondary research which I intend to use is already made by researchers who have asked the same sort
of questions.

Statistical Tools Used:

1. Pie Charts
2. Tables

Limitations of the study:

1. The sample size which is used is small and the results can have a degree of variations

Scope of the study:

The scope of the study examine the various training practices, modules, formats being followed and is
limited to the company BA and its employees. Also, the training effectiveness is the process wherein the
management find out how effective it has been at training and developing the employees in an
organization.

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Type of the research: Quantitative research, because the focus of the project is on the quantity. Also the
questions have answers (1 to 10) strongly agree 10 and strongly disagree- 1

CHAPTER 3 LITERATURE REVIEW

Training and development is part of the British Airways HR strategies, including rewarding, employee
engagement andpromoting diversity

Training and development

Learning and development is a HR strategy that creates a flexible environment by making employees
learned and developing their behaviour for creating a trust-based relationship with their employers. It
involves training. Training provides education to the employees and arranges various activities which
strengthen a bond between employees and employers. British Airways incorporated different programs
in its structures. The whole culture was changed by the top authorities of British Airways. British
Airways invested in training for increasing the commitment level of employees. Managers at British
Airways became responsible for controlling the actions of employees, rather than executing any
strategies (Colling, 1995, p.21). The first program of training in British Airways was introduced by the
CEO of the British Airways, Colin Marshall. This program was named as putting people first. This
training program was to restructure the behaviour of employees. This course of training was joined by
40,000 employees. This program was incorporated at all managerial levels. The main objective of
training program was to modify the behaviour of employees (Korczynski, 2001, p.85). Putting people
first designs the behaviour of employees and makes them responsive to meet the needs and demands of
customer (Salzmann et al., 2005, p.29). British Airways program designs the employees attitude in the
way just as it designs the seat and the flight entertainment programs etc. for encouraging employees for
better commitment and improved quality, awards were given to employees for brainwave employee and
excellence award. This program secured the jobs of the employees by increasing commitment.

Rewarding

It is another HR strategy which should be adopted by BA. Rewarding is giving cash and non-cash
benefits to the employees. A fair performance appraisal should be carried out and on its basis; rewards
should be allocated to employees at BA. In British Airways, employees are considered as the builders of
British Airways. Employees give best services and puts proficient inputs that had made the British

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Airways respectable and renowned all over the world. It has a global presence. The culture followed in
the British Airways had been dramatically changed. To make employees committed to the organization,
management of British Airways took initiatives for bringing positivity in the organizational
commitment. Initiatives were taken that aligned with the interests of the employees of British Airways.
Employees were empowered and pays were given according to the employees interests. These
initiatives demonstrated the organizational commitment (Grugulis & Wilkinson, 2002, p.181-182).

Employee engagement

Engaging employees with business activities is another strategy. This strategy motivates employees by
boosting their morale. Engagement in business activities makes employee more committed and involved
and employee assist employer in business activities. An employee at BA remains informed about the
company and customers. BA communicates via multiple mediums to keep them engaged. It improves
employees performance and relation with manager because manager himself values employees ideas
(British Airways, 2010). The rightness of a manager convinces the employees to trust their manager and
respect the decision of their manager. This trust that is build between a manager and the employees give
rise to the trust-based relationship between a manager and the employees.

Promoting diversity

From HRM perspective, different people have different needs. Organization employs diversified
workforce, where employees come from different cultural background. Therefore, it is necessary for
management to understand the different needs of different people, to align the organizational goals with
the employees goals, to achieve productive and improved outcome. The meaning of difference between
the two motivational aspects is vital because managers can easily determine the needs of employees
belonging to different cultures. And, it is observed that one group of culture prefer intrinsic awards and
another group of culture prefers extrinsic award. HR has promoted the diversity at British Airways and
through its management techniques, high commitment resulted (Upchurch, 2010, p.2). By promoting
diversity, employees will understand their employers and can make environment, a comfortable working
environment

SHRM at British Airways

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In airline industry, airline companies prefer mergers and acquisitions to generate profits. Airlines merge
with those companies internationally which hols less labour cost to cut the overall cost. A merger
between BA and Iberia took place in 2011. It was a wingman for BA. This merger objective was to
reduce the labour cost. This merger affected SHRM at BA (Morrell, 2010).

UK and Spain have different cultures which is a biggest problem for HRM as employees of different
countries possesses different beliefs, values, thoughts, and cultural aspects. SHRM at BA had to make
strategies for promoting the diversity. Employed received training to fit in a new business model. HR
feels difficulty in formulating HR strategies because employees of both companies have different
business approach. In UK, organizations are flat and managers-employees can directly talk to each other,
whereas, in Spain, organizations follow hierarchical structure, and managers-employees have distance
(Communicaid Group Ltd, 2011). Moreover, while giving feedback, BA indirectly communicates with
their employees and they use may be words while giving a feedback. On the other hand, Iberia uses
direct communication style for giving feedback and clearly tells employees about their lacking and
strong points.

SHRM feels difficulty to understand that how employees goals should be aligned with business goals.
While, allocating job responsibilities, monochronic and polychronic are the focal points. Spanish are
polychronic. They can do more tasks at a time; UK people are monochronic and can do one task at a
time. Here, job description and job responsibility differs. Furthermore, a biggest issue that has been
observed after merger of BA is the split of HR technologies and HR department feels difficulty in taking
decisions regarding which employee should stay, fired, promoted, or demoted (British Airways, 2011).

SHRM at BA introduces training programs for educating employees of both the companies about cross-
cultural differences and to adapt each other cultural values. It helps in improving employee relations as
both manager and employee understand cross cultures and respect each other. If a manager helps
employees in solving cross differences, employees feel supported which makes relations better. BA
celebrated diversity day in first week of October to promote diversity and celebrated merger with Iberia.
Different diversity training programs are developed by BA for employees and employers (British
Airways, 2011).

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The core elements of training and development programs within BA are:

made up of Ground School

Figure 1 Ground School, Source: http://www.britishairways.com/en-gb/baft/ground-

school/ground-school

Flight Simulators

Figure 2 Flight Simulators, Source: https://www.britishairways.com/en-gb/baft/airline-

training/flight-simulators/flight-simulators

Cabin Safety Training.

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Figure 3 Cabin Safety Training, Source:http://www.britishairways.com/en-gb/baft/cabin-

safety/cabin-safety

Their aim is to ensure that they deliver the highest quality, cost effective, safe, leading edge
aviation training environment.
Flight training and ongoing training for flight crew. Flight trainings run 24 hours a day 365 days
a year. In order to support the operation of training simulator engineers provide 24 hours
coverage and maintenance.
Cabin crew training - safety and emergency procedures.
Technical training for BA engineering.
Safety and emergency procedures trainings/SEP/- Every year BA flight and cabin crew attend
one of Safety and emergency procedures programs. The meaning is to equip the crews with the
skills and confidence that they need decisively handle a complete range of emergency situations-
fires, decompression, emergency landing and ditching.

Almost all trainings take place in simulators as well classrooms based trainings in order to provide a
range of training from refresher training through the courses in aviation medicine. Trainings are provide
by technical professionals, who deliver a huge range of responsibilities to everyone within BA.

BA new approach- The main aim of the approach is to create a learning culture where individuals have
the right support, resources and motivation to take responsibility for their own personal development.

The BA Leadership and Talent strategy is a critical part of their efforts to become the leading global
premium airline. Leadership development through embed cultural change and acting on feedback.

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Training and development is concerned for all departments within the company. Different people have
different needs.BA refresher courses are offered once a year for three days for the crews and engineers
which is not enough.Refresher courses in BA is three days every year and they are too short.Duration
should be one week every six months, especially for first aid and health, safety and action in emergency
situation.Before start the course - identifying individual skill gaps of each crew member and offering
Leadership and management go hand in hand, but they are two completely different things. Leadership
requires motivation, guidance and communication skills. To be a great leader in a business it is
important to have loyalty to ethics, poise, communication, reliability, sincerity and determination. Part of
being a good leader is to also have fantastic management skillfulness and to appreciate the managing
course of action. A truly capable manager recognizes that it is their job to find ways to assure that their
staff can feel pleasure in whatever they personally do and in the accomplishments of their company no
matter of who did it. There are many different subdivisions and tasks involved in management.

Roles and Responsibilities:

Hiring

Hiring personnel is an essential element of being a successful manager. There are many parts to the
procedure of hiring personnel, and managers have the support of human resources to call upon in
corporation that have a human resources department. Human resources can lend a hand in pick over
through resumes, background and, and doing the initial phone screening and reference checking. In large
business s there can be hiring going on each month all the way through the year, so it is very important
that a mixture of the various management and managers make use of the support that HR can provide to
stop them from misusing time. Once the interviewees get through the preliminary screening progression
it is up to the managers to interview and select the suitable staff for their department. Things to look for
when interviewing prospective employees are importance of their skill and education for the position,
permanence of past jobs held and any barriers or challenges that the interviewee might have in
successfully achieving the job requirement. By taking the time to appropriately interview applicant s and
take on the right one, it prevents the difficulty of having to terminate and swap the wrong person in the
future. Making careful employs remain the corporation running effortlessly and prevents disorder in
progress.

Training

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Another factor of being a successful and useful manager is the correct training of the member of staff
that is under their responsibility. The quality of workers and the way that they expand is based on the
guidance and education that they receive while employed in a corporation. These are major aspects in
determining long -term prosperity and steadiness in a company. By investing in the expansion of
employees ability production will improve and increase. Training should not just be for new workers, it
should be a continuing development to keep current with changing trends and innovations in the relevant
business. Proper training also reduces down on employee turnover, as well as the need for steady
direction.

Total Quality Management

An important part of the sales procedure involves the total excellence administration preparation. This
takes place before, throughout and following the sale, and ensures that customers, vendors and
employees are fully satisfied with the quality of the products and services. Total Quality Management is
a wide-ranging and controlled method to organizational supervision that seeks out to develop the
excellence of inventions and services through constant fine-tuning in reaction to constant feedback.
Total Quality Management is a management viewpoint that believes in the constant development of all
processes support on customer feedback and constant approach to developing excellence.

This business has a very precise TQM plan put into place that begins with wide-ranging instructions on
the industry terminology, details on the business history, invention and benefits, regularly asked inquires
and replies, and customer service modus operandi. After the initial preparation is completed it is
imperative for the administration to maintain the monitoring the workers to make sure that they really
understand all of the education and to remedy any inaccuracies that are made. The customer service
development include making sure that the consumer is always having a pleasing experience as well as
giving them several opportunities for providing feedback. Assessments and feedback forms are made
obtainable on the internet and are mailed out two times yearly to the consumers. Phone calls to clientele
that have expressed concerns are mandatory and are dealt with by the administration staff. Monthly
customer service business meetings take place where the complete corporation attends despite of their
status. The corporation plans, come up with and trains collectively on regular mistakes and ways to
create progress.

Strategies:

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Motivating

Part of successful managing and leadership is keeping workers motivated especially when spirits are low
or enthusiasm is deteriorating. If a manager knows how to successfully motivate their workers the
businesss overall picture and earnings will increase. Since workers are very important to the
achievement of a business, it is essential to find motivational method s that keep them content and
encouraged with their work. This in turn will initiate them to be more constructive. One way to stir up
motivation is to show sincere awareness in your workers happiness and accomplishment. Get to know
what their individual goals are and how they would like to characterize their professional achievements.
Another motivational method is to offer worker s with chances and then compensation them for their
endeavors. If workers have the opportunity to show that they can be successful at something, it will
make them inclined to want to show that accomplishment again, thus making them work harder. A
concluding and very essential motivational method is being a dependable manager. Nothing plummets
morale lower than feeling as if there are deception or dishonesty within a business. Every worker wants
to feel that they have job protection and have faith in their business.

Conflict Resolution

Conflict resolution in the place of work falls under the influence of the managers. It is very imperative
that conflict resolution is come to grips with it in a proper and reasonable approach to keep the dynamics
of the working surroundings relaxed and secure for everyone. Since it is very important for managers to
make a work atmosphere where their workers can succeed, differences and tension must be dealt with
right away. Dodging intervention in the anticipation that it will self-resolve is not a practical alternative.
The best way is to meet with both parties in a professional atmosphere and have a conversation to try to
come to a solution mutually. This is better than meeting separately as account can change or become
complicated. There is a higher probability of get to the bottom of the disagreement if a grown-up and
mediated conversation can take place. Conflict resolution is essential because disagreements have an
effect on everybody in the company. If there is a dilemma among two employees, it rarely involves just
the two people. Entire units or association can be dragged into the middle of the disagreement, thus
wasting time and energy.

Incentivizing

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Every worker is grateful for the chance to encourage for a job well done, and as an accomplished
manager, it is very important that original motivating opportunities are accessible to keep staff
determined onward in the direction of achievement. There are basic encouragement that most staff
anticipates to get, such as an earnings and benefits. In addition the anticipated employee package,
managers can offer compensation, challenge, additional benefits and rewards to keep employees
motivated. Encouragement does not always need to cost an enormous sum of currency, as the greatest
enticement can on occasion just be encouraging confirmatory for a job well done. Other well-liked
motivators are additional vacation days, trips, additional benefits or even promotion within the company.

Four Functions of Management

Plan

This is the groundwork part of management. It is the foundation upon which the all the areas of
management should be constructed. Planning requires management to consider; where the business is
currently situated, and where it would be going. From there an appropriate course of action is
determined and implemented to attain the companys goals and objectives. (Pakhare)

Organize

Managers are accountable for orderliness of the corporation and this consists of manage individuals and
assets. Knowing how many workers are required for specific shifts can be crucial to the accomplishment
of a business. If those employees do not have the necessary resources to complete their jobs,
organization has not occurred. Without an organized workplace, employees will see a manager as
unprepared and may lose respect for that particular managers supervisory techniques. (Rothbauer-
Wanish, 2009)

Direct

The third function of management is directing. Through directing, management is able to influence and
supervise the conduct of the personnel in reaching the company's objectives as well as supporting them
in achieving their own individual or professional goals. This influence can be gained through
motivation, communication, department dynamics, and department leadership. (Rane, 2007)

Control

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Involves monitoring steps forward and suggesting changes. To control a team or individual
circumstances devoid of coming on too tough puts in performance standards for each member of staff or
team to follow. By doing this management can sit back and evaluate the situation and job performance
and suggest changes or intervene when needed without offended the employees work. (The Four
Functions of Management, 2010)

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LEARNING AND TRAINING

PRINCIPLES OF TRAINING USED IN BA

Figure 4: Principles of training used in British Airways, Source: Authors design

OBJECTIVES OF TRAINING USED IN BA

TO INCREASE PRODUCTIVITY- The instructor in BA helps employees to increase their level of

performance on their assignment. Increase in human performance leads to increase in the operational
productivity and also the increase in the profit of BA

TO IMPROVE QUALITY- Better-trained workers in BA are less likely to make operational mistakes. It
can be in relationship to the company or in reference to the intangible organizational employment
atmosphere

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TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL NEEDS-The organizations like BA
having good internal training and development programmes will have to make less changes and
adjustments. When the need arises, vacancies can be easily staffed

TO IMPROVE ORGANIZATIONAL CLIMATE- An endless chain of positive reactions result from a

well-planned training program

TO IMPROVE HEALTH AND SAFETY

PERSONAL GROWTH- Employees on a personal basis gain individually from their exposure to
educational expressions. Training programmes give them wider awareness and skills

THE NEED FOR TRAINING IN British Airways

Figure 5 NEED FOR TRAINING, Source: Authors Design

TRAINING PROGRAMMES IN BRITISH AIRWAYS

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Figure 6 TRAINING PROGRAMMES, Source: Authors Design

IDENTIFICATION OF NEEDS

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Figure 7 IDENTIFICATION OF NEEDS, Source: Authors Design

TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS:

The programmes are divided into three broad categories

Functional
Behavioral
General/ Omnibus program

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Figure 8 TRAINING PROGRAMMES BRITISH AIRWAYS, Source: authors design

The effectiveness of the training is measured by:

Achievement of those organizational objectives within the time lines

Number of audit issues raised on the areas covered in the training
Any other such thing as defined in the training brochure

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CHAPTER 4 FINDINGS

SELECTION OF SAMPLE SIZE: The sample size, which I will use is taken with reasonable strength
of the Company (British Airways) in order to arrive at the current practices of training in BA.

50 employees have been selected random and they are from all departments of the organization and
feedback questionnaire have been obtained. The data has been analyzed in order to arrive at present
training practices in the BA.

Sampling technique used: Random Sampling

DATA ANALYSIS:

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CHAPTER 5 CONCLUSION AND RECOMMENDATIONS

CONCLUSIONS & IMPLICATIONS

Figure 9 Conclusion, Source: Authors Design

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RECOMMENDATION

Figure 9 RECOMMENDATION, Source: Authors Design

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