Alaska Arline case study
According to Alaska Arline case study, the executives demonstrated Kotter’s step 3 and 4 when change was needed, and the company also needs to implement the visions after making a detailed observation on the history of the challenges the organization was facing. Step 3 involves the vision right, and step 4 is communication to buy-in. The steps were demonstrated in the case when the management was seeking for changes that can help the company to handle problems affecting its operation. The issues date back to 2002 where one of the planes crashed with several passengers. The airline was associated with p11 terrorist attacks. Passengers frequently complained about mishandling their bags. The event disrupted the operation of the company by affecting its financial performance. The company demanded for organizational change in 2007 to meet the market and industry trends.
Values
The company identified the changes that were needed to be done. It was stated that the airline should first make changes with Settle hub. The hub lacks inter-departmental communications due to lack of a proper structure. The hub was initially controlled by departmental managers who were only responsible with their departments. There was no clear policies and procedures because the company has a culture called “it is ok to be late as long as we are nice” (Avolio, 2015). The worker was not so much concerned if something went wrong, but instead, the blame was passed on without anyone taking responsibility. The company developed values that can support the vision to bring change. Don't use plagiarised sources.Get your custom essay just from $11/page
Vision
The appropriate vision that I can recommend for the company is “To become # 1 chosen airline in the world by offering best client services and unique travel experience with affordable airfare cost.” The vision will help the customer to understand that the company gives their comfort and satisfaction the priority. Any travel experience that is not favourable for the customer will be fixed according to customer demands.
Targeted outcome
The main aim of the company was to put bleeding to an end concerning their reserves the client loyalty. The company realized that clients would not be loyal if they offer poor services, and they sought to make changes. The company noted that it is not enough for its workers to be nice. They demanded that all workers should be efficient (Avolio, 2015). The action will help the company to increase on-time departure and arrival. The company wanted to reduce instances of mishandled baggage and to enhance check process hence growing customer loyalty.
Success
To realize organizational change, workers needed to accept and embrace that values presented to them. Separate departments in the organization need to work together to increase smooth running and efficiency. It means that workers need to abandon the old ways they were operating to embrace change. All employers in different positions need to be accountable and hold others responsible for their actions. The adoption of the steps will ensure the airline walks towards success.
Communication
The first consideration in the change process is the model used to communicate vision to workers to stakeholders. The connection should be made concise and clear to attract many people on board to support the vision (Cohen, 2015). The company should be in a position to explain the reasons that are behind new changes. People presenting the vision should listen to other people before implementing to help in decreasing resistance. Employers should be told how the original vision will benefit the organization.
Two-way communication
Two-way communication can be encouraged by encouraging an open conversation. It opposes authoritative leadership where people present what they are going to do without involving other people in the organization. Therefore, the procedure is meant to inform and collect thoughts concerning the new vision. The act helps the company in obtaining immediate feedback. Allowing open door policy will encourage the employer to contribute to input by asking questions and making contributions. The process is vital because the worker will feel to be part of the organization. The company will face more resistance if the worker realizes that their feedback was not taken into consideration. The feedback process should not be considered as a smoke show by the company.