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Qantas3.pdf

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University ID Number

Family name Given name

Email

Module Code HR0277 Module Name CHANGE WORK AND DIVERSITY

Programme FT NTB BAIM 8 Word Count 3201

Date of Submission 5/5/2017 Full-time / Part-time Full-time

Marker Mr. Frankie Yee

Student’s Declaration: � I declare that this assignment is my own work and that I have correctly acknowledged

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Start your assignment on the next page.

ELECTRONIC ASSIGNMENT COVER PAGE

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Table of Contents

Contents

Cover Page ...................................................................................................................................................... 1-2 Table of Contents ............................................................................................................................. 3 Executive Summary ......................................................................................................................... 4 1.0 Introduction/Background ............................................................................................................ 5 1.1 Overview of Qantas ................................................................................................................... 5

............................................................................................................................................... 5 Crisis ..Crisis ........................................................................................................................................... 5 Lossess ..Lossess

1.2 Diagnostic Tool 1 – Open System Model ................................................................................... 6 1.2A) Inputs: ................................................................................................................................. 7 1.2B) Transformations: ................................................................................................................. 9 1.2C) Outputs: ............................................................................................................................ 10

1.3 Diagnostic Tool 2 – Force Field Analysis ................................................................................. 12 1.3A) Driving Forces ................................................................................................................... 13 1.3B) Restraining Forces ............................................................................................................ 13

1.4 Challenges Faced by Qantas while implementing the change ................................................. 14 2.0 Qantas and Change ................................................................................................................. 15 2.1 Kaleidoscope and Changes with Cabin Crew’s Perspective .................................................... 16 2.2 Comments and Recommendations .......................................................................................... 18 2.3 Lesson Learnt and Conclusion ................................................................................................. 20 3.0 References ............................................................................................................................... 21

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Executive Summary This report is in the studies of the change program implemented by Qantas in the years of 2011 to 2014 since the changing environment factors. The objective is to deliver a better understanding and the reason for implementing the strategic transformational change. The successfulness of the change and the employee’s perspective that was both involved and affected. The important lesson learnt in the case study of Qantas and change in workplace. In part one, the overview of the situation of Qantas has been put into a timeline of events highlighting losses over the years, industrial disputes with the trade unions, the crisis of A$2.8 billion paper loss and the jobs cut. The research and analysis of the internal and external environment factors for Qantas by using the open system model and the force field analysis to analyze and diagnosis how the losses and crisis happened. In open system, it will explain the PEST factors of intense competitions, increase in fuel price globally, drop in demand, travel trend change and technology, with the transformations of jobs cutting that lead to the industrial disputes and the losing market shares. With force field analysis: the driving forces of the A$2.8 billion loss, to be cost efficient, competitive advantage driven and getting back the market shares and profitability to change have been restrained by the employees and unions, Australian culture, lack of confidence, fear of change and the government intervention. Qantas decided on the transformational change which is incremental on a 5-year plan evolution. The change was to restructure the organization into 2 main components which are the downsizing and the delayering of the top down approach system. The challenges and difficulties faced by the Qantas management team when executing the change including gaining back the market shares, customers, investor’s confidence level back, and the most difficult will be the axing of 1000 jobs, which cause job insecurity to its employees, not forgetting the Asian market focus will include challenges of diversity management. For part two, the kaleidoscope is used to examine the change through constraints of the Scope, Diversity, Capability, Capacity, Readiness for Change, Power and Time. Neutral being the Preservation. These are explained in detailed in the report. With the Qantas stakeholders such as the employees of cabin crew’s perspective about the change and how they are affected by the change. Further discuss on the process of the change on how Qantas manage the change and overcome the resistant of change from the lesson they learnt in 2011 industrial dispute, how CEO Alan Joyce communicate well and positively with the trade unions and have the government’s support. Lastly, the Kurt Lewin’s model is used to comment the change and recommendations, and to prevent the occurring issues of the change program. With finally a conclusion studies of the lesson learnt from the case study of Qantas. I think the executive summary is too long. The purpose of an executive summary is to “sell” the report to the reader.

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1.0 Introduction/Background Qantas is one of the top Australian airline founded during 1920s in Queensland, it is part of Oneworld alliance which holds the leading eleven airline forces worldwide (Flottau, 2015). Over the years, environmental factors such as change in traveling trend (e.g. popularity of low cost carrier business grew in the 21st century and cause many competitions to change) have influenced greatly on Qantas group. Qantas has been going through losses, crisis and implemented transformational changes within the organization. In the capacity crisis, Qantas fought the competition to drive down costs and maintained the top leading airline today. This report will analyze the rationale behind the Qantas change program (2014), such as the trigger point and the challenges and the impact of change onto the stakeholder’s (e.g. employees: cabin crews, pilots) perspective. A suggested better approach of the change program could have been done and improved to manage employee and resistance.

1.1 Overview of Qantas

2008

•Global financial crisis and drop in market demands •Qantas reduced first class seats to maximise profits •CEO Alan Joyce commernce as of Nov 28 •Qantas took delivery of its first airbus A380

2011

•Due to decreased market shares, Qantas announced strutual change; 1000 jobs cut, also launched JetStar Japan

•Industrial dispute due to failed negotiation with 3 trade unions: employees wanted pay raise

•Grounding fleets and lock out of employees (A$20 million daily loss, more than 80,000 customers affected, 600 flights cancelled)

•Fair Work ordered termination due to fear of national economy loss

2012 •FY reported a A$245 million loss this year •Qantas restructuring plan to save A$300 million p.a. confimed a 2,800 jobs cut •Qantas also cancelled 35 aircraft orders while keeping 15 for JetStar Airways

2013 •Qantas dropped British Airways and merge alliance with Emirates •Implement cost cutting measures, loss of 1,000 jobs within a year

2014

•Qantas reported loss A$235 million for the first half of FY •Qantas plan to cost-cutting to save A$2 billion, loss of 5,000 jobs, Qantas early in the year February announced to cut workforce from 32,000 to 27,000 by 2017

•Qantas shed 2,200 jobs by June; including 100 pilots •Qantas reduced the size of its fleets by retiring aircrafts and deferring deliveries, plans to sell some of its assets; Qantas sold its lease of Terminal 3 back to Sydney airport coorperation for A$535 million

•A paper loss of A$2.8 billion crisis •Another 1,800 job positions expected to be cut by 2015

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1.2 Diagnostic Tool 1 – Open System Model

Diagnostic tool is used to understand the current organization’s function and situation, it provides the required information to whether there is a need to change for Qantas (Ortiz et al, 2011). Diagnostic tool will lead Qantas to intervention strategies.

Open system is all interrelated and has external interactions. It involves organizations with the environment elements to analyze, plus the transformations and the outcome of an organization(Qantas) (Giordano, 2015).

The below open system model analyzes Qantas during the years of 2011-2014 factors and how it all lead to the change in 2014 from the macroeconomic factors(PEST) factors and its transformations to how the outcome of what Qantas had happened.

Inputs

• Strict regulation on labor use

• Intense competitions

• Increase in fuel prices

• Drop in demand • Trend to travel

changed • Technology • Failed

negotiation with the Trade Unions

Transformations

• Reduced flights • Axing of 1000

jobs • Employees

unable to adapt • Employees

underperforming • Focusing on Asia

market • Revamp its

international wing

Outputs

• Redundant jobs • Industrial

disputes 2011 • Grounding flights • Losing market

shares • Share price drop • Crisis paper loss

A$2.8 billion • Alliance with

Emirates and dropped British Airways

Lack of Feedback

pp

Environment

7

1.2A) Inputs:

• Australia is well known for its good welfare system to its people, one of the most protective country to protect their human rights and labor use. They seek fairness in the law and making sure the pay equity is right (Stewart, 2009). As Qantas is an Australian company, the organization is therefore under such political regulation.

Strict regulation on labour use

• The increased competition was not only on low-cost airlines, also in a bitter fight with Virgin Australia in the domestic market and intense competition on international routes. Qantas has been reported of losing local market share to competitors such as Virgin Airline (Ellis, 2015). Qantas has been involved in a capacity war where they needed to be more efficient in cost saving in order to compete, if Qantas does nothing to save cost, they will lose out to other airlines eventually. The rivalry among existing competitors is high and it is a threat to Qantas.

Intense competitions

• Since the fuel prices has been increasing globally (Pang, 2014), competitions have become more intense for Qantas. The cost of operation has been more stressful for Qantas in order to save cost. Qantas has not been investing in a more fuel-efficient air crafts and this has lead them to losses over the years until 2014.

Increase in fuel prices

• Since the global recession 2008, there was lower demand globally for air service, the traveling trend has been affected. The sector of airline business has always been sensitive and volatile and operated with thin margins during these times, the recession only got better in the later stage (Dlugosch, 2011). Which is one of the main reason the 2011 Qantas has been reported losses. The economy is the main demand and supply basis and it is important for Qantas to monitor the global and local economy and to come up with various type of promotions to maximize profits and meet the demand of the consumers.

Drop in demand

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Excellent!

• Since the bad economy, travelers have becoming more accepting to low cost carriers as form of business or leisure transportation. Business/companies moving into tele-conferencing to save costs on flights, instead of face to face, the preference of the use of Skype, video call increased. The new trend has shifted the way to business meetings (Lee et al, 2016). These factors have made Qantas suffer in the demands that are decreasing since the technology has rapidly improved and shift the way of business today, since the internet has made it easier for meetings, connections. Saves times to travel, and money for Friends. Connecting with people are becoming easier. Major airlines like Qantas are losing business in their big air crafts with first class, business class seats especially.

Trend to travel changed

• With the rapid changing technology, Qantas has shifted in the ways of computing, the upgrading system has made it possible for customers to self- check in at kiosks instead of approaching counter with staffs (Lloyd, 2003). These changes affected the Qantas employee that will cause redundant in job positions. Technology can also affect Qantas in terms of cost savings and to increase revenue. The booking of air tickets could be done online and using the E-kiosks, these will save Qantas labor costs.

Technology

• In 2011, Qantas had failed to negotiate terms with the Australian Licensed Aircraft Engineers Association (ALAEA), Australian International Pilots Association (AIPA) and Transport Workers Union (TWU) (Sangkuhl, 2011). A protest represented with the staffs of Qantas that demanded better pay and working conditions. The situation got worsen since Qantas announced the 5- year change plan (16/08/2011); the cutting of 1000 jobs, Asian focus with JetStar budget airline, reduced international flights, unhappiness was caused since the loss of job security with the change was introduced.

Failed negotiation with the Trade Unions

9

1.2B) Transformations:

• As part of the capacity war, it is crucial to meet demand and supply efficiently to achieve best profit margin and reduce waste for Qantas. Since demand is low, Qantas has reduced international flights in order to match the best outcome for the company for profit earning, while trying to fix the pricing initiatives to best match the current economy and market. Qantas deferred the delivery of last eight A380 super jumbos as well as the last three of 14 new 787 Dreamliners due for JetStar (SMH, 2014)

Reduced flights

• When Qantas announced structural change in the 2011, the first thing Qantas did was the axing of 1000 jobs to drive down costs. As part of operational cost cutting, the cutting of job positions in order to save labor cost to compete with other major international airlines (Gandolfi & Littler, 2012).

Axing of 1000 jobs

• When the 1000 jobs cut was executed, there was many job lost and caused insecurity to the employees. Employee were hard to adapt to new system and this is the factor that caused the resistance of the change for Qantas.

Employees unable to adapt

• Since the jobs cut, during the time the employees have lost motivation, losing faith to the company. The top down approach failed to communicate well on both sides, in the 2011.

Employees underperforming

• With the budget airline JetStar launched since 2004 flying to Asia, the Qantas Group has a 49 percent interest in JetStar Asia today as stated in their portfolio (Qantas, n.d.).

Focus on Asia market

• Expanding their alliance relationships, with the leading Oneworld Alliance (Gillespie & Richard, 2012).

Revamp its international wing

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1.2C) Outputs:

• Due to the reduced flights, many job positions are also affected as an outcome. Job positions in Qantas have reduced and many are no longer needed or useful. Some staffs are no longer in employment because there is no more work available.

Redundant job positions

• Since the 3 Trade Unions (ALAEA, AIPA and TWU) demand higher wages and conditions, there was many meetings held with Qantas but failed to agree. The failed negotiation had caused industrial dispute in the 2011.

Industrial disputes

• Alan Joyce announced grounding to solve the dispute, lockout of involved employees. There was reported a daily loss of A$20 million and more than 600 flights canceled with 80,000 passengers affected. Government later intervene because of fear of national economy loss, Fair Work Commission (FWC) ordered termination of industrial dispute and given renegotiation to Qantas with the involved unions. This action may have caused Qantas to have bad image to customers.

Grounding flights

• Due to the disputes that caused possible bad image to the Qantas group, some investors have lost interest in the company and customers lose confidence. These factors will cause Qantas in losing customers to rivals, losing the quality of service, which then lead to customers’ satisfaction level drop due to the employees underperforming. Therefore, the consequences of the events happened and the uncontrolled environments are the cause to losing of market shares to Qantas’ competitors. Especially to Virgin airline, not only both of them are on capacity war, since the industrial dispute Virgin airline has took the advantage and take over Qantas’s customers during the grounding event.

Losing market shares

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You have provided an excellent use of the Open System that is perfect!

• Qantas share prices had consistently decline from its highest 2008 (around A$6), it has gotten worst since the industrial dispute in 2011, it reaches its lowest point of A$1.03 in 2012 and A$1.17 in 2014 with the big crisis of paper loss A$2.8 billion known world widely. Figures start to improve from end of 2014 until recently it’s about A$3.92 (Hazledine, 2010). The graph shows how Qantas is recovering from its loss, it is believed by most that the strategies of massive cost cutting is helping the company with cost saving and operating efficiency.

Share price drop

• Qantas stated that the loss is largely due to the historic cost of aircraft purchased at much lower Australian dollar exchange rate (ABC, n.d.). Towards end of 2013 to 2014, a paper loss reported of A$2.8 billion was more than what Qantas had anticipated, at least half more than what they expected and therefore the crisis which later became the trigger point for Qantas to change and to survive.

Crisis paper loss A$2.8 billion

• Since Qantas has been underperforming and making losses for consecutive years, Qantas decided to drop UK airline company British Airways and alliance with Dubai Emirate instead as their strategic alliance (Sundaram & Abdulrahman, 2011).

Alliance with Emirates and dropped British Airways

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1.3 Diagnostic Tool 2 – Force Field Analysis

Forcefield analysis model is a useful decision-making technique. By analyzing the forces for and against the change implemented by Qantas, it helps knowing the rationale behind the decision (Baulcomb, 2003). In this model, the driving forces are the factors pushing to initiate a change for positive outcome while the restraining forces are the obstacles to changes driven by the driving forces. Force field analysis is a good diagnostic tool that can give a visual analysis of the situation of Qantas. Qantas’s is held in equilibrium in between the driving forces and restraining forces. From the model driving forces is restrained to move on to the desired state from current state.

Driving Forces

A$2.8 billion crisis loss To be cost efficient

Competitive advantage driven Getting back market shares and

profitability

Restraining Forces

Employees and Unions Australian work culture

Lack of confidence Fear of change (Loss of Jobs)

Government intervention

Current State Desired State

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1.3A) Driving Forces

The major crisis of paper loss A$2.8 billion is the pushing point and trigger point to the change in order for Qantas to achieve their desired state of organization to save A$2 billion change. The fuel prices rose moderately from 2011 to 2014 globally for all businesses, especially to airlines that were greatly affected since the high consumption of fuels in aircrafts. Being cost effective is important in order to be better and gaining more market shares by having either lower cost or high profit margins (Lew et al, 2015). Qantas was competitive advantage driven, in order for Qantas to get back the market shares, Qantas have to be cost efficient, especially in the capacity war of Virgin Australia Airline. Since the trend of traveling has changed, it surely impacted on the first/business class. Qantas could not control the external forces that are pushing to the change; the market shifts in the economy (e.g. business class in airline business are suffering since technology advancement). It is trying to change with the economy change to sell off some of its assets in order to save costs. Qantas want to get its feet back up again and be profitable again. Changes were reactive to the changing environment because of financial recession, increase competition and rising operation cost such as the global fuel prices that affected the airline industrials as a whole. Qantas needed to stay competitive advantage to its rivals. In order to maintain and gain back its market share. 1.3B) Restraining Forces

Since 2011 towards 2014 Qantas announcement of structural change, trade unions have intervened the business and tried to restrict the plan in order to save the local jobs and employments. Unhappy from the decisions, employees of Qantas decided to go on strike, some even challenged the company because of cost cutting they were to work only up to half of their potential. For example, pilots threaten to use only 1 hand instead of 2 (Forsyth & Stewart, 2012). The Australia culture also affected the changes made by Qantas, Australians are known to be laid back and the streamline change will affect their work culture since cost cutting involves the job positions lost and many fear to have to do extra work, therefore the demand for pay rise. The current mindset of the management was as above factor, the resistance to change because of the fear of risk involved, the mindset will always like to remain the same way of work because of their already existing habit and do not like changes that they will have to adapt again. It is the human natural reflex and mindset. The lack of confidence in the change also contributed to the fear of change that come from the fear of losing jobs and employment. Qantas as a big company provide the economy with jobs and many people (involving the trade unions) fear the change of employment will also greatly affect the country’s economy well-being. The Government also intervene because of the fear of what happened during 2011, the industrial dispute and the greatly affected national economy in the long run, government believed to try to control national economy and sustainability of its people. Qantas seek to expand its customer focus and subsidiaries to Asia, but Qantas are only restricted to only 40% of its subsidiaries to Asia (Goot, 2010). The prime minister of Australia also has the freedom of authority to intervene through legislation minimizing the effect of industrial dispute to the economy. Qantas change was in need of the government’s support.

Again a very good discussion here. The points identified were relevant to the crisis in Qantas.

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1.4 Challenges Faced by Qantas while implementing the change The problems Qantas faced are the tarnished brand image from the grounding and industrial disputes, the decrease in share price and the need to recoup losses. It was difficult in getting the investors faith back.

The challenges faced by Qantas is to gain back the customers’s confidence level in order to regain market shares, and competitive advantage. Qantas is financially affected from the lack of investments.

Qantas needed to think of a way to recover its excellent image for quality services, and having to renegotiate with the trade unions to avoid disputes.

Qantas have to find a better way to renegotiate with the trade unions to avoid disputes.

The Government also intervene which will be a challenge politically and pressure towards Qantas.

Qantas needed to get the government’s support.

To manage the resistance of change. Hard through only communication, support is needed throughout the management of resistance, managers have to have the right skills to motivate and monitor the change.

One of the most challenging thing for Qantas was the cutting of job positions (the axing of 1000 jobs), as people is the most difficult challenge.

Causing the loss of job security. the company’s restructuring program involves freeze wages, that is until they achieve a full year underlying profit, and caused the overall employee morale to be lowered and needed to improve for better performance.

Towards Asia market The challenge will be the collaboration with workforce of different culture. Management team, management of diversity and inclusion of the work culture.

Excellent!

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2.0 Qantas and Change

The evolution change Qantas decided on was a 5-year incremental change to transformation (Qantas, n.d.). The trigger point was the deficit of A$2.8 billion loss in 2013/14. The restructuring for A$2 billion cost reduction includes:

� Axing of total 5000 jobs � Wage freeze � Slashing capital spend � Reducing non-profitable routes (especially some internationally routes)

Downsizing With all the pushing factors to change. Qantas needed to work their assets harder, become more productive, retire older aircrafts (not fuel efficient), making sure fleet and network are the right size. The transformation plan includes divestment, and invest again in where Qantas sees need to. During these time, Qantas sold their Sydney (A$535 million) and Brisbane (A$112 million) long term lease with the airport. In order to reach A$2 billion in cost cuts during these years, Qantas canceled some of its international flights and also deferred the delivery of last eight A380 super jumbos as well as the last three of 14 new 787 Dreamliners for JetStar (SMH, 2014). Airline needed to invest in modern, fuel-efficient aircraft (realizing that years ago they should have done so). Qantas retired some of its old air crafts that were not so fuel efficient. Delayering Qantas decided to restructure the organization. Qantas needed the delayer the system, the top down approach is less communication effective and lack of feedback from employees with the multi-layered and centralized decision making. Qantas has been de-layering their organizational structure to be flatter therefore more flexible and adaptable to change. This gave responsibilities to its employees and more efficient to changes. Result In 2015, Qantas had a surplus of A$5.6 million. The following year 2016, Qantas achieved A$1.53 billion which was the best result since its founding.

Evolution Adaption

Revolution Reconstruction

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2.1 Kaleidoscope and Changes with Cabin Crew’s Perspective

The kaleidoscope change model is used to consider the various context within which the change takes place (Tracy et al, 2017). Base on the cabin crew, the cost cutting implementations to survive and profit, get back market shares, some individuals may fail to understand the need to change to future state. The design choices are: revolutionary change, cost saving, improving performance, change in employee’s perception, transform the management structure, low level changes, transformational leadership (bottom-up). Cabin Crew’s Perspective

The cabin crews resisted the change, cabin crew were emotionally affected, impacted. Some feel trust lost to their work. As a job security issue. They might not feel convinced, feel violated, not respected. Feel biased of job cutting positions, especially if they were the retrenched, they would feel unequal treatment received. The change gained resistance and mistrust from some cabin crews. The wage freeze might cause financial issues with the initiatives involved. Cabin crews will have to adapt to work harder with less people, it can be quite overwhelmed and less acceptance. Some will feel supported with managers in Qantas that helped in the change program, to help them understand the need to change. Qantas CEO Alan Joyce was positive throughout the change and it also helped to encourage its employees to get through the difficult times of change. Scope (Constraints) The scope is deep change with transformation. Qantas announced the evolution type of change that allow the employee to adapt the incremental change of 5 years. The change includes axing of 1000 jobs, wage freeze, job redundancies. The workforce was affected immediately, the staffs that were involved highly resistant to the change, the cabin crews were affected.

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Preservation (Neutral) The maintaining of the quality of service, and the symbol emphasizing localization. Changes introduced affected employee’s loyalty and faith, distrust was created, overall quality of service was greatly affected. The culture and heritage of Australia, the logo of kangaroo was maintained. Cabin crew will not like it as they will be getting the same pay but working for a longer hour. Diversity (Constraints) Mentality of the change to targeting non-Australian affecting its culture of work. Many feedbacks were not given and change is implemented without any discussion to employees. Employees feel have need to go against the CEO, us against the bad boss mind set for their rights of work, therefore the conflicts and misunderstandings that cause disputes. Management team are heterogenous while cabin crew are homogenous in terms of their norms and values, cabin crews do not want lesser pay. Increase diversity to make cabin crew accept the change and the shift towards Asian market. Capability (Constraints) The authorities top-down approach makes the employees feel violated, the bottom-up pressure from the staff from strikes and trade unions intervene makes the middle managers sandwiched and caused more reactive than proactive approach to the change. Middle managers in the Qantas need to enable and assist the change and ease the relationship between top management and employees. Cabin crew didn’t have the capability to adapt the changes. Change reliant on the mangers. Capacity (Constraints) Cost cutting changes implementation for the changes in order to survive, a large organization like Qantas need more time and money to ease the transition. Qantas didn’t have enough capacity due to the following: insufficient foreign investors, massive loss ($A2.8 billion) of assets. Readiness (Constraints) The lack of communication, feedback and the short of awareness to the upcoming change has given staff the image increased resistance, staffs were not communicated well on the change. Managers have to support and assist the change in order to be ready. Qantas decided on job cuts that were too sudden for its employees, the cabin crew might have felt unsure if they were ready for change and the lower wages. Power (Constraints) Internally, although being the top position CEO, Alan Joyce did not have much power over the employee being a non-Australian, his leadership did not have many followers within the organization, the lack of staff trust, as the origin of the resistance of crew and union. The mindset of thinking that he is disrupting the Australian work culture. Externally, Alan Joyce made radical changes with the support of the government, the current CEO has legitimate power. The cabin crews were unable to voice out their objection to change. Top down structure: inaccurate information might be passed down to the cabin crews. Time (Constraints) Long term strategies/goal was to make Qantas profitable. Qantas have enough time to implement the change of the 5-year plan transformational change, but long term it might not match the economy that is revolving very fast. The question is can the cabin crews catch up with the change. Good use of the Kaleidoscope concept. Where is the discussion on resistance to change? The whole section is missing.

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2.2 Comments and Recommendations One of the most powerful tool to change is the Kurt Lewin’s Model, it has a simple 3-step change model, first step in the processing of changing behavior is to unfreeze the existing situation, then can change, or movement occur in the second step, finally to make the new behaviors stick, a third refreezing step is necessary (Levasseur, 2001). Using the Kurt Lewin’s Model, the stages of change to be implemented and examined by Qantas in the 3 stages are as follows:

Stage 1 Process Actions

Unfreeze This process involves the top management. New vision should be shared for Qantas.

Identify the needs to change, during the unfreeze stage, Qantas will have to communicate with the trade unions regarding the job cuts under the transformation program.

Comments and Recommendations: Qantas may also negotiate with the conditions with the cabin crew to achieve a win-win situation whereby the cabin crew can feel respected and be more willing to accept the change. Qantas did well later by getting the trade unions involved in the change program implementation to prevent strikes. Letting all the involved parties know the reasons why change is required. It is crucial to identify the need to change to stakeholders, employees. Stage 2 Process Actions

Transition (Change) Working towards the shared vision together as team.

Qantas introduced transformation program that include job cuts and wage freeze for the employees in order to save cost.

Comments and Recommendations: Qantas should help the employees to understand the need for change to minimize their resistance to change. Cutting jobs might not be the perfect solution to the crisis as the employees might not be able to accept it. Should lead by example and spread the positive influence of the change, provide sufficient support so staffs don’t leave during this difficult period where they find it hard to cope. Seek feedbacks and give encouragement and rewards to motivate the transition period.

19

Stage 3 Process Actions Refreeze Management team to

continuously encourage and monitor the progress.

Qantas successfully implemented the transformation program and gained back profitability, Qantas give time for the employee to adapt to the change (5-year-plan).

Comments and Recommendations: Qantas supported and guided their employee throughout the change process. It is hard to manage both change and the expectation of the cabin crew. Qantas did a good job after the 2011 dispute incident. Qantas should have provided as much as support for the cabin crew during this difficult period of time. It is important to keep the changed behavior and culture therefore it is important to keep the management team that has gone through the change together and influence each other and new comers to the company.

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2.3 Lesson Learnt and Conclusion The world is revolving so fast with new technology and new generations of people, change sometimes is essential for business to survive. From the case study of Qantas and its change, the lesson learnt is not only about task, but being people oriented. When changes are made, there will always be resistance, and in order to mitigate negative responses, it is important to manage and control natural resistance to change. Change was hard to adapt for employees, as it was sudden and employees needed time to adapt, therefore change takes time, and needs support and constant monitoring from upper management/manager for a smooth transition. All the involved parties should participate in the change, for example, communicate well with the trade unions and getting support is important as they can disrupt company operations by protesting. As well as getting support politically from the government too. Transition or Change is internal and if the people is not considered, the change program will not work. Qantas should always involve the staff, empower them and get feedbacks in order to prevent the industrial dispute happening. For every change to be effective, the company need to inspire, influence, emphatic with its employees, to shared positive vision, invent a new culture to promote and reward changes to motivate the participation, involvement and commitment. To prevent the sources of resistance and union opposition, Qantas need to know the employees job insecurity and inconvenience, to communication the clear vision, suggested way of management by walking around, build team of influences, reward change champions, reinforce change, set the new standards of process. Give morale and pride, reward those who can help in save cost for the company and achieve the win-win situation. Give value to all stakeholders to increase in loyalty that will create overall business sustainability. In conclusion, change management is not only about change itself, its managing resistance, supporting staff in the change too, invest in essential reassurance, to mitigate industrial dispute and unnecessary loss. More of human approach, skills to facilitate staffs. Change process will be more successful and efficient. Also, being positive is important to influence the good outcome of the change process. The way of leadership skills has to be updated since transactional leadership style focus on task, instead of transformational that focus on people. The question today for management is whether not to accept the challenge of change but how to manage effectively to make the change as productive as possible. An excellent assignment.

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3.0 References ABC News n.d., Qantas shocks with $2.8bn full-year loss, analysts call for management spill, viewed 1 May 2017, http://www.abc.net.au/news/2014-08-28/qantas-full-year-profit-result/5702266 Baulcomb, J.S. (2003) ‘Management of change through force field analysis’, Journal of Nursing Management, vol. 11, no. 4, pp. 275 Dlugosch, O. (2011) ‘THE RECESSION MAY BE OVER FOR AIRLINES BUT WHAT ABOUT FOR INSURERS?’, Risk Management, vol. 58, no. 2, pp. 37 Ellis, T. (2015) ‘ANALYSIS: Brickbats to bouquets for Qantas and Virgin Australia’, Airline Business, vol. 201503 Flottau, J. (2015) ‘Qantas lessons’, Aviation Week & Space Technology, vol. 177, no. 17, pp. 15 Forsyth, A. & Stewart, A. (2012) ‘Of 'kamikazes' and 'mad men': the fallout from the Qantas industrial dispute.(Australia)’, Melbourne University Law Review, vol. 36, no. 3, pp. 785 Gandolfi, F. & Littler, C. (2012) ‘Downsizing is dead; long live the downsizing phenomenon: Conceptualizing the phases of cost-cutting’, Journal of Management and Organization, vol. 18, no. 3, pp. 334 Gillespie, W. & Richard, O. M. (2012) ‘Antitrust immunity grants to joint venture agreements: evidence from international airline alliances’, Antitrust Law Journal, vol. 78, no. 2, pp. 443 Giordano, P. (2015) ‘Being or Becoming: Toward an Open-System, Process-Centric Model of Personality’, Integrative Psychological and Behavioral Science, vol. 49, no. 4, pp. 757 Goot, M. (2010) ‘Labor, government business enterprises and competition policy’, Labour History: A Journal of Labour and Social History, vol. 98, pp. 77 Hazledine, T. (2010) ‘Pricing, Competition and Policy in Australasian Air Travel Markets’, Journal of Transport Economics and Policy, vol. 44, no. 1, pp. 37 Lee, A. R., Son, S. M. & Kim, K. K. (2016) ‘Information and communication technology overload and social networking service fatigue: A stress perspective’, Computers in Human Behavior, vol. 55, pp. 51 Levasseur, R. (2001) ‘People Skills: Change Management Tools—Lewin's Change Model’, Interfaces, vol. 31, no. 4, pp. 71 Lew, S. L., Ismail, M. A. & Yuen, Y. Y. (2015) ‘Information infrastructure capability and organisational competitive advantage’, International Journal of Operations & Production Management, vol. 35, no. 7, pp. 1032

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Lloyd, J. (2003) ‘Airport Technology, Travel and Consumption’, Space and Culture, vol. 6, no. 2, pp. 93 Ortiz, M. I., Sánchez, N. M. J. & Cobo, J. R. (2011) ‘A diagnostic tool design for cooperatives and Fair Trade organisations’, Total Quality Management & Business Excellence, vol. 22, no. 7, pp. 743 Pang, K. P. (2014) ‘Impact of Socio-Demographics, Fuel Price and Airfare on the Domestic Overnight Travel Decision in Australia’, Tourism Economics, vol. 20, no. 6, pp. 1297 Qantas n.d., Qantas fact files, viewed 30 April 2017, http://www.abc.net.au/news/2011-10- 29/qantas-factbox/3608330 Sangkuhl, E. (2011) ‘The fair work Australia decision on Qantas: entrenching the imbalance of power between employees and employers?’, University of Western Sydney Law Review, vol. 15, pp. 158 SMH News (2014), Qantas cuts 5000 jobs, posts $252 million first half loss, viewed 3 May 2017, http://www.smh.com.au/business/aviation/qantas-cuts-5000-jobs-posts-252-million-first-half-loss- 20140226-33i4c.html Stewart, A. (2009) ‘A question of balance: labor's new vision for workplace regulation. (Australia)’, Australian Journal of Labour Law, vol. 22, no. 1, pp. 3 Sundaram, N. & Abdulrahman, A. (2011) ‘The exceptional performance strategies of Emirate Airlines’, Competitiveness Review, vol. 2, no. 5, pp. 471 Tracy, D. K., Joyce, D. W. & Shergill, S. S. (2017) ‘Kaleidoscope’, The British Journal of Psychiatry, vol. 210, no. 1, pp. 88

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