1.

Introduction

This assignment presents a critical analysis of Bob Ayling's Strategies

towards change at a time when company was running successfully. This
paper discusses issues such as leadership, change management,
motivation and the impact of his strategies on organisation and on its
employees. At the start it focuses on his leadership style followed with his
approach towards change and motivation. It concludes that Bob Ayling's
vision of change and strategies were correct but the way he tried to
achieve his goals were not admired by employees or people around him
and were not successful.

Leadership

Leaders are those who make organisation successful and their leadership
makes the organisation grow and achieve its goal. Leader encourages and
motivates their followers. Definitions of leadership are as follows.

"Leadership is about having a set of values and believing in them, but it is

also having foresight, knowledge and intuition, especially about people.
Leaders can not expect others to believe in them if they do not believe in
themselves."
Malpas M. (2006 cited by Porter K. et al, 2006)

"Leadership is the process in which an individual influence other group

members towards the attainment of group or organisational goal."
Shackleton (1995 cited by Torrington D. et al, 2005)

If we try to put Bob Ayling in these definitions. He doesn't fit in it because

he didn't influence his employees instead he force them. He thought he
has analysed the figures and situation and as per him the cost cutting was
necessary but he didn't explain to his employees why the change is
required and he didn't took his management in confidence. Initially he was
using his authoritative power to change but after the set back from
employee anger like...

Source at:- http://www.oppapers.com/essays/Managing-Change-British-

Airways/105726

2.

Hrm Activities

Introduction
“Organizational effectiveness depends on having the right people in the right jobs at the right
time to meet rapidly changing organizational requirements”(Bechet and Walker, 1993).
Right people can be obtained by performing the role of Human Resource (HR) function.
Below is an outline and explanation of how to assess the HR functions of an organization by
using HR activities in an architectural firm as an example.

Content
1. Strategic HRM: Using HR angle to look at an organization’s need “in the light of an
organization’s external influences such as environment, mission, goal, objectives, strategies,
and internal factors such as strengths and weaknesses, including its structure, culture,
technology and leadership. (Bratton, 2007)”. Besides an organization internal HRM
objectives should serve its goals.

In an architectural firm, the HR department balances the impacts of ten major infrastructure
projects in Hong Kong in the coming years between business opportunities and facing
shortage of architectural specialists although there will be a little bit relieve by returning
architectural design people from Macau.

2. Motivation: establishment of performance linked reward systems in consideration of

interaction between organizational factors namely organization culture and structure,
management’s leadership style, job design, performance appraisal, pay, training and
development programs, HR practices and employee’s background, personality, skill
knowledge, abilities and attitudes.

The architects consider leading or participating in a unique project that can treated as non-
financial rewards.

3. Recruitment (Stone J, 2005): attracting and selecting qualified applicants to work in the
organization. In relation to HR planning, job analysis includes job description which
outlines “duties and responsibilities, relationships, required know-how, accountability,
authority and special circumstances”; and job specification which contains...
Source at:- http://www.oppapers.com/essays/Hrm-Activities/142774