Complexity of Organizational Behaviour and Management

Question: Discuss about the Complexity of Organizational Behaviour and Management. Answer: Introduction: With the increasing complexity of business, managing human resource has emerged as one of the prime challenges for the organization. In this study, the focus has been provided on the human resource challenges that Qantas have to face in achieving sustainable growth in Australian market. The case study has highlighted the kind of strategic challenges that Qantas is facing in handling their human resources effectively. The case study has highlighted different factors including increasing competition, unavailability of low-cost carriers have created major impact on both external and internal business environment. Moreover, the study has emphasizes on the least efficient and most effective repair technologies that Qantas will have to focus on handling business circumstances in an efficient manner. It has influenced Qantas to focus on the development of different strategies to handle all the barriers associated with the business processes in an appropriate manner. The strategic choices by Qantas can be described through different models and theories. Chang et al. (2014) have highlighted rational persuasion that organizations utilize to transform logical arguments in reality. The study has highlighted different types of challenges associated with the maintenance staffs. It has mentioned the fact that Civil Aviation Safety Authority has formulated specific rules and regulations that will bring Australian aviation services in line with the recognized European technologies. Now, effective utilization of rational persuasion will allow Qantas to identify different strategies that can allow increasing the effectiveness of the operational process. The speech by Qantas CEO Alan Joyce highlighted the fact that employees associated with the engineering union have not accepted restructuring process. However, the Alan Joyce also has emphasizes of the fact that effective utilization of restructuring process has become necessary in order to achieve competiti ve advantage in the market (Homsombat, Lei and Fu 2014). On the other hand, engineering union has expressed their concern regarding the job security perspectives after the utilization of restructuring process. Thus, it actually highlighted the significance of rational persuasion perspectives in order to create maximum impact on the market. Moreover, rational persuasion has helped CEO of Qantas to understand the fact that initiating checking from the licensed engineers to minimize the gap in the global airline competitiveness. In fact, it will allow Qantas to catch up with the best practices initiated by the global companies. However, Australian Licensed Aircraft Engineers Association have expressed their thought that Joyce is actually looking to utilize inspection engineers outside the Australia, as the developed restructuring process is associated with different types of risks (Oum and Yu 2012). For that reason, it has actually induced management of Qantas to focus on the effective utilization of rational persuasion technique to counter the global challenges in an effective manner. On the other hand, the case study has also highlighted the fact that Alan Joyce has warned employees from engineering unions to follow the provided restructuring guidelines. In fact, they were threatened to follow the norms and guideline of the check-in staffs. The CEO has mentioned that maintenance and repair cost of Qantas is extremely expensive and close to ineffective. The prime reason for such barriers is that Qantas is still utilizing 40 years old machinery and technologies for repairing aircraft technologies in an effective manner (qantas.com 2017). As a result, it is creating challenges for the organization to utilize low cost activities in an appropriate manner. For that reason, Alan Joyce has enforced entire repair management team to go through the restricting process. Thus, this type of forced implementation strategy can be described through the force-coercion practices. As highlighted by Shaw (2016) coercion reflects the practices of pressurizing other parties in an invol untary way by the use of threats and intimidation or some other type of pressure. Now, Alan Joyce approach of warning employees or inducing them to go through the challenges associated with the restructuring process is easily associated with the force-coercion approach. Now, force-coercion includes different types of forceful activities for creating desired impact on individual or organizational activities. It includes different types of psychological and physical pressure that can affects the present form of activities (Nair et al. 2013). Now, Alan Joyce has initiated warning for all the employees associated with the engineering union or maintenance group so that all the planned activities associated with the restructuring process can be utilize effectively. Thus, it has actually created psychological pressure among the employees, which has influenced them to perform all the activities in an appropriate manner. On the other hand, the case study has also highlighted the fact that CEO of Qantas Alan Joyce has tried to initiate his thoughts and perspective to the fellow employees or subordinates in order to reduce any challenges efficiently. For instance, during the global crisis situation, The Flying Kangaroo has minimized the number of annual leaves provided to the pilots to handle the requirements of the operational process (Wu 2012). Therefore, it has influenced Alan Joyce to focus on the strategic reviews regarding the overall future investment, corporate alignment strategies and cost cutting techniques in order to remain competitive in the global market. The case study has highlighted the fact that Alan Joyce is more focused on establishing his thoughts and beliefs that are best suitable for the business. Thus, strategic choices of Qantas can also describe through the top-down approach. As mentioned by Graham (2013) it is essential to break the entire change or restructuring process into different parts so that it can able to counter the challenges associated with the business process. From the above discussion, it can be assessed that Alan Joyce has tried to utilize combination of theoretical or practical perspectives for handling the international challenges in an appropriate manner. For instance, Qantas has focused on the effective utilization of the rational persuasion techniques in order to analyze differences in opinion efficiently. It has also helped Qantas to understand the best possible strategies for the organization to counter all the challenges like maintenance and repair, which is important for achieving competitive advantage in the market. On the other hand, Alan Joyce has also focused on force-coercion so that all the employees give their best effort towards the restructuring process. Moreover, force-coercion can also help Qantas to minimize the impact of negative thought process among the employees, which eventually help to create positive organizational behaviour. Moreover, top-down approach has helped Qantas to establish leadership or management p ower in an effective manner. It has helped management to utilize proper communicational channel for countering the issues. The case study has highlighted the fact that Alan Joyce has tried to initiate restructuring process within a very short span of time. As a result, not all employees do able to receive in-depth information about the necessity of the changing operational procedure. Therefore, regardless of the expected outcome, the initiated strategy of Alan Joyce has created immense negative impression among the specific group of employees (Auguste 2013). For that reason, Alan Joyce will have to focus on analyzing theoretical perspective of initiating changes in the business procedure. Over the years, several theories have been developed on the change management process within the organizational structure. For instance, Lewin three steps model has provided a specific guideline for the management to implement change in the operational procedure (Shirey 2013). The initial step of Lewin model has focused on the unfreezing process, where management of Qantas will have to understand the needs of implementi ng change in an effective way. As per the article by Burnes and Cooke (2013) it is necessary for the organizations to identify actual reason of initiating change management process so that it can able to develop strategies to eliminate any type of resistance against the change. Now, the case study has mentioned the fact that Qantas is using 40 years old technologies for maintaining and repairing aircrafts. As a result, it has not only increased the operational costs in a huge way but also has reduced the effectiveness of the repairing process. For that reason, Qantas is facing immense challenges in maintaining its position in the global market. Therefore, it has become necessary for the organization to implement changes in the present operational process (Hornstein 2015). However, the change implementation approach of Alan Joyce has not provided in-depth information to the employees. As a result, it has directly enhances the resistance level of the employees to the change process. On the other hand, Lewin model has emphasizes on providing proper level of knowledge and training facilities to the employees so that they can handle the changes in the operational process in an effective way (Shirey 2013). However, Alan Joyce has tried to utilize force-coercion approach where employees are forced and warned to describe their opinion at working places. Moreover, the initiated strategies of Alan Joyce has not considered the challenges that employee will have to face at the time of initiating restructuring or change process. The management have highlighted that it actually creating negative environment on the operational process. As a result, it has not created desired impact on the overall business procedure (Nordin et al. 2012). Therefore, Qantas will have to focus on providing necessary training and development facilities to the employees to ensure that they can handle the business challenges in an appropriate manner. Finally, last step of Lewin change model has foc used on refreezing process where all the changing factors started to find their equilibrium. Thus, the theory has emphasized on the effective utilization of the outcomes of predicted data to educate employees regarding the kind of positive impact it will make on the overall business procedure (Hayes 2014). However, Alan Joyce has not provided any type of predicted data or expected outcome related information, which has increased the level of resistance that organization will have to face at the time initiating change process. As highlighted by Appelbaum et al. (2012) Kotters 8 steps change model can also help to handle the challenges associated with the change management process. In fact, it will provide detail information about the best possible way to maintain the motivation level of the employees at the desired level. The first step of the model focuses on the development of sense of urgency about the implementation of the change process. Therefore, Qantas will have to focus on providing significant amount of information to educate them the necessity of implementing restructuring process. Secondly, the model emphasizes on the development of collation among the employees. Here, Qantas will have to maintain all the employees on the same page regarding the impact of change management process. Otherwise, it might create confusion among the employees. Thirdly, Qantas will have to focus on the effective development of vision regarding the change. Thus, it will have to focus on formulating clear aim regarding the restructuring process so that all employees can also perform towards a particular objective. The fourth step of Kotters change model focuses on communication of the change processes among the employees so that they remain motivated towards their provided roles and responsibilities (Cameron and Green 2015). Fifthly, Kotters change model has focused eliminating obstacles from the business processes so that it can able to create necessary impacts. Therefore, Qantas has to analyze implemented leadership styles, job description of the employees and organizational structure in an effective way. For instance, the case study has already mentioned that Qantas is looking to transform the way repair and maintenance department perform their responsibilities completely. Otherwise, Qantas will not able to remove all the obstacles among the business processes effectively. Sixth step of the model focuses on the development of short-term goals and objectives, which is necessary to estimate the kind of impact new implemented strategies can have on the business processes (Goetsch and Davis 2014). Therefore, Qantas also have to focus on formulating goals to convince employees from engineering union regarding the significance of implementing change procedure. Seventhly, Qantas will have to focus on maintai ning the speed of change for a specific span of time so that employees can able to adjust appropriately. In addition, it will also allow Qantas to cover all possible aspect of the change processes, which will create positive impact on the business strategies (By, Burnes and Oswick 2012). Finally, Kotters change model will influence Qantas to focus on formulating strategies so that the new operational process can be adjusted with the operational procedure. Conclusion: The case study has highlighted the fact that motive of Alan Joyce was right in moving organization forward. However, the implementation approach of Joyce can be questioned. Specifically, as Joyce has not provided enough opportunities for the employees associated with the maintenance department, it has created more barriers over the initiation of change in the business process. Therefore, Qantas need to provide proper information regarding the necessity of implementing change in the operational process for creating maximum impact. References: Appelbaum, S.H., Habashy, S., Malo, J.L. and Shafiq, H., 2012. Back to the future: revisiting Kotter's 1996 change model.Journal of Management Development,31(8), pp.764-782. Auguste, J., 2013. Applying Kotters 8-step process for leading change to the digital transformation of an orthopedic surgical practice group in Toronto, Canada.J Health Med Informat,4(3). Burnes, B. and Cooke, B., 2013. 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