Understanding Resistance to Change in Qantas “On becoming CEO of Qantas in 2008, Alan Joyce moved to restructure and improve the efficiency of its operations in order to ensure its survival in face of severe competition, both domestically and internationally. This involved employee layoffs, early retirement of aircraft and cuts to unprofitable routes. Although change occurred at Qantas, it was at a price. Joyce faced ongoing criticism from employee unions, loyal customers and shareholders concerning a number of strategic blunders during his time in office.” Organisational Behaviour, McShane et al., 5e, p487. What you are to do: You are members of an external management consultancy team engaged by Alan Joyce to make recommendations to him on the following four aspects of Qantas operations: 1. Review the organization’s sales, profit and share price performance since Joyce’s appointment in 2008. 2. Use Lewin’s force field analysis model to explain the resistance to change at Qantas, as faced by Alan Joyce. 3. Analyse Qantas’ organisational culture and state what aspects of the culture need changing. need to answer all these 3 Prepare a “Long Report” to be presented to Alan Joyce addressing these issues and making your recommendations in normal report style -Executive summary -table of content -introduction background aim scope -body -recommendations -conclusion -references
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