JetBlue Airways & Organizational Development: Partners for Change Essay

This is a case of an impelling departmentnership of Jet Blue Airways and organisational victimisation. In the airline craft with an unpredict able environment, Jet blue forged a partnership with the Organizational Development (OD) team up and JetBlue University (the airlines centralized learning group). From this berthed the Systems Operations Center (SOC) which is the heart of the airline the epicenter where effective finale making, communication, teamwork, and attractorship be critical to ensure crewmembers atomic number 18 able to meet and exceed customer demand (Dennnison, 2007). This case study covers the intravenous feeding general models of broadcastned change which are first appearance and contracting diagnosis planning and implementing and evaluating and institutionalizing change (Cummings & Worley, 2009). All hitchs applied were carefully real as they interpret the diagnosis of the operations of JetBlue.And as it board you pull up stakes search that the k ey element on making this a triple-crown and effective OD is theinvolvement of every last(predicate) the employees and their buy in from the top down management. As you exit see that not only that they permit implemented the hitchs which greatly enhanced the comp whatsoevers success, it has in addition institutionalized the changes they sustain adapted and on On June 8, 2011, JetBlue ranked Highest in Customer Satisfaction Among first Cost Carriers in North America by J.D. Power and Associates, a customer satisfaction identification received for the seventh year in a row.they were demonstrateed they are the number cardinal (Article, 2011).IntroductionJetBlue has an stupefying and effective partnership with the Organizational Development Team. This is one of the success stories on how to effectively apply and OD Intervention within a scrape up with. They postulate established and institutionalized the mental process of OD within their business system. The four process es namely Entering and contacting diagnosis planning and implementing and evaluating and institutionalizing were properly managed and executed. The foundation was set correctly and the geological fault of the change concept was embedded in the JetBlue culture. All JetBlue employees are involved and are aware on how OD handlings are applied and how it works. The foundation of the OD hitch is solid and any new interjections that are applied as big as it is carefully reviewed and concur is flawless. My come near for this case study as an OD practitioner is to review, diagnose, and analyze what the OD practitioner have accomplished and come across any changes and recommendations that I believe go out further enhance the effectiveness of the OD hinderance. I leave alone apply the four model of planned change as I review and/or come up with any additional disturbance for the company.Stage 1 Entering and ContractingThe OD team did not have a hard time entering into this busine ss contract with JetBlue. All the computes I state in this case study are all in their side. The key concept that is very positive for this intervention is that JetBlues organizational culture is that they embrace change. This resulted the decision to help the SOC continuously improve was supported by all within the department and the whole organization. They have implemented anideal and perfect approach for entering and contracting. Their realization that tomorrows operating environment depart look very antithetic. They are treating from severally one flight as a different case and they do not base their assumption on old entropy but always plan for the latest information for each flight. A all-inclusive contract was developed by JetBlue and OD team. Both internal and external SOC stakeholders are engaged for this contracting. Their process is flawless and what they call a progressive company that embraces intervention as positive. They have developed a comprehensive contr act that outlined the scope of work and established percipient roles and expectations. Both sides have agreed on the contract, they will then proceed to the planning process. Recommended change/additionUpon reviewing Exhibit A, my recommended change is that the SVP of the SOC should be less involved on with the SOC operations. All the key elements are already identified and they have developed a process on how to enter and develop a contract. The stakeholders are already onboard with the OD weapons platform and in fact embraced the concept of OD so they should empower the OD team on changes and direct apply to the SOC with stakeholders workting an up epochd interventions being implemented. They should decentralize this tasking with the SOC, OD team and the crewmembers. By doing this, SVP and stakeholders can focus more(prenominal)(prenominal) on their bigger tasking and responsibilities by projecting and planning for the future of the company. The effectiveness of the Entering and Contracting point in time is withal apparent in eliminating or planning a course of action on winning out most of the red flags such as insufficient aim of commitment, vindication or resister by major stockholders, lack of power or influence and clients desire to rig the consultant. These potential red flags were all addressed and resolved (Mitchell, 2006).It will also be personify effective if they will establish their internal OD team. By having a dedicated team, they will be more focus on the progress of the company. OD is already developed and more than likely, only minor interventions will be implemented to adapt in the ever growing and changing innovation of the global environment.During contracting, there were no specific intents identified by JetBlue but only to look under the hood. I believe the OD approached this as an Organizational process for their plans. Although the contract covered the scope of work, established their several(prenominal) roles and res ponsibilities, they have not covered the estimated time involve that is devoted solely for the OD process. They might have missed this step because of the total buy in of JetBlue with change. But the issue might rise if the cost will start escalating or even the timeframe gets extended. Stage 2 DiagnosisThis is one of the pivotal areas that OD practitioners should be keen in identifying the relevant issues gathered on all data. Obtaining an updated and current data is needed in this ever changing global market. They also have covered this stage as you will read on the case study that they are branded as progressive company which agency that they constantly strive for change. Exhibit A if you notice that they added a planning stage on how the intervention will be approached. A thorough data collection will be created as one of the tools to diagnose and approach an intervention.Exhibit B is the Denison Leadership Development mass that was used and you can see the positive quantita tive results that they have profitd their scores in four key areas within eighter from Decatur months of implementation. Summarizing the information captured from the Denison Organizational close vision, focus groups and interviews, the OD team came up with five key themes for the companys strategy development and culture change. The OD consultant also stresses to the lead team that stress on a few relevant areas was much more effective which I also exclusively agree. Recommended change/additionThis case study mentioned that 40 interviews and focus groups were done to gain insight. I would increase the interviews to at least 50% of each division of the company to have a better data compend on where the top strengths and weaknesses are. I will also make a both to ternion day session to interpret the data to come up with a more viable and satisfactory hypothesis on identifying the themes for the company. The Denison Model gave a quantitative measuring rod of the organizatio ns status. It addressed andidentified the two strengths and two weaknesses of the company. And from that diagnosis, coupled with the 40 interviews and focus groups, they have come up with viable goals. Goals that are derived and interpreted from the data they have gathered. Recommended change/additionIf I was the OD practitioner, I would also add questionnaires for the customers, annotation and unobtrusive measures. My questionnaires will be designed solely for the customer satisfaction. This is your main business for the company. This is a key factor in increasing your market shares. I would design the questionnaire to draw out what can be meliorate and any innovative ideas that they want to see what JetBlue can offer. I will focus it on eminence which will make JetBlue unique from other airlines. This will be a very strong intervention once applied because it directly affects the customers (Kabra, 2006). On my observations, I will be staging some observation sites at the tarmac , ticket counter, customer service, and other key areas of the business. We will observe the people on how they work, how long they work and the conditions on where they work will be some of the factors we will observe. By performing observations, you will witness the actual things that are happening during the operations of the company.There are a lot of different divisions that makes up an airline business. The crewmembers each have different area of expertise such as stewardess, baggers, pilots, etcetera It is very diverse and you need to collect data on all areas. I will also perform unobtrusive measures and study the current structure of the companys organization and see if we are utilizing and maximizing all the skills, knowledge and abilities of all our crewmembers. From here I will define a bench mark and see what is our competitive edge canvassd to other airlines. I will also apply unobtrusive measure and establish a benchmark for both internal and external part of the co mpany. This will give me a better approach and measure on what is the real status of the company and you can project debase goals since this company embraces changes. A challenging and achievable goal for them will be ideal. By applying more measures on Data gathering, you will come up with a better conclusive strengths and weaknesses of the company. You will diagnose and compare your data psychoanalysis and strategize a pattern and conclusive evidence that supports each type of data analysis you collected. Stage 3 Planningand ImplementingThis is the crucial stage of the OD process intervention. The critical analysis of the date gathered was thoroughly researched on this project. The planning stage was very effective as they have come up with a strategic approach to achieve their goals. As they OD practitioner finished the strategy, they were able to communicate the strategy to key leaders of the company (Lunenberg, 2010). I agree with the OD team on what happened after the data collection and goal setting. Meetings on each member of the SOC team were held and they were educated on what will be their roles during the intervention. They have minimized the peoples natural reaction on resistance to change. All five themes they came up were communicated effectively by dint ofout the organization. An extensive weekly meeting for the first month was implemented. This is a carefully planned and come up executed plan and implantation stage of the OD practitioner. This is a well thought of process that the OD team have covered all the interventions and each goal were further identified with a detailed plan of action of what are the steps needed for the effect of their goal. And the key for this step by step procedure is the constant meetings and progress check to see how the intervention needs any adjustments or they are within their target goals. The OD practitioner is very well educated and approached this stage strategically.Recommended change/additionThe two things I would add for the implementation change is the award system and stretch goals. They have instilled the intrinsic rewards for the crewmembers as the OD practitioner came up with an intervention that each crewmember are part of the changes that is happening as they have the quantitative measure of their goal they are achieving. The empowerment was placed with the crewmembers. Adding an extrinsic award system such a Employee of the month, cash bonus, etc., will only beef up and encouraged each crewmembers for the success of the business. I believe with the buy in of all JetBlue employees, stretch goals for the directors and make it a competitive but friendly approach of stretching the goals for each department/division will not hurt since the culture of the company embraceschange. Stage 4 Evaluating and InstitutionalizingThis is a success OD intervention from start to end. The evaluation process was impressive as you can see the success rate of the company. I believe that t hey have institutionalized the change and they made the OD a part of the companys culture. They have achieved the OD intervention and as you can see, it has been decentralized and it is now at the lowest level of management. The success of the JetBlue and OD practitioner is evident because of the foundation it has set. You will see that they have accepted this intervention as a new way of doing business. And they even avoided the sense of complacency by having a Culture Change Monitor Survey and a bi-weekly working sessions to execute the plan. They applied the Denison Organizational Culture Survey to assess their strengths and weaknesses. You can see the evidence by having a good foundation and structure on the start of any OD intervention. It will follow a smooth transition from each phase. As you can see that the company was just transitioning from each phase of the OD process and as they assess the interventions, all the stakeholders are onboard and willing to improve the compa ny as it is very evident as you read the case study.Institutionalizing it as you will read is also successful. From the start as the company embraces change, the company and the OD have transitioned change as a norm in their crewmembers view. They look all the changes as a philosophy in their culture that the success and development of their company can only be achieved through continuous improvement. Recommended change/additionThe things I will add on this are annual get together, and recommend new survey system. By having an annual get together, I will implement a banquet type with key speaker to encourage the crewmember and have achievement awards with different categories. This will definitely encourage each crewmember to give their best every time they work.I would recommend another survey to replace the Denison Organizational Culture Survey in the next two years. Having the same survey yearbook mightcreate complacency and over familiarity of the survey. But if you give them a different survey, they will be able to look at it on a different perspective ad will compensation more attention. I would review the current innovation, global market, benchmark the airline business, and their own. I will drive and recommend an ideal survey based on the current data gathering I collected. remnantThis is a success story of an OD intervention process. Ad JetBlue have embraced the changes, careful planning by the OD team as they enter the contracting was very effective. It is a very effective approach as they have identified almost all of the requirements to enter a contract.Data gathering and analysis have resulted in identifying the strengths and weaknesses of the company. Goals were derived from the weaknesses and step by step approach designed to achieve each goal. parley is evident as the key factor on the planning and implementation change. Each key leader are involved and updated on the planned intervention. All crewmembers that were involved were trained, educated, and made aware of whats the plan and how will it be implemented. The empowerment were correctly applied which in my opinion is pivotal for their success.Evaluation and institutionalization is already evident as you read the case study that it was a continuous process that their company has embraced. They have the system set in place and monitoring was in place to ensure upward progress is tracked. I can find no other way to conclude the success of this OD intervention but to quote the case study verbatim the case study states as follows The SOC leading team owns the process and the culture of the department, making the OD teams involvement very low and leaderships involvement very high. No longer is the kind of work that resulted from this project considered additional duties that leadership must perform. Because the OD consultant set the foundation from the beginning by delegating key tasks to stakeholders, having clear sponsorship and having responsible leaders, a minds et shift has occurred the idea that creating a high performing culture is part of every leaders job. As an OD, this shouldalways be the ultimate goal on all your interventions.Exhibit A Project OverviewExhibit B Denison Leadership Development SurveyExhibit C Changes over TimeExhibit D JetBlue Airways & Organizational Development Partners for ChangeBibliographyCummings, G., Worley C.G., (2009). Organizational Development and Change. Ohio South-Western Cengage Learning. Dennison consulting, (2007, Jun). JetBlue Airways & Organizational Development Partners for Change. Retrieved from http//www.denisonconsulting.com/Libraries/Resources/CS-2007-JetBlue-System-Operations.sflb.ashx JetBlue Airways, (2011, June). JetBlue Awarded Seventh Consecutive Customer Satisfaction J.D. Power and Associates Honor. Retrieved from http//blog.jetblue.com/index.php/2011/06/08/jetblue-awarded-seventh-consecutive-customer-satisfaction-j-d-power-and-associates-honor/ Mitchell, R.C., (2006, July). Model o f the Organization Development Process. Retrieved from http//www.csun.edu/hfmgt001/odmodel.htm Kabra, R., (2006, September). pure(a) Atlantic Gap Analysis. Retrieved from http//www.managementparadise.com/forums/public-relations-management/6928-virgin-atlantic-gap-analysis.html Lunenberg, F. C., (2010, November). Organizational Development Implementing Planned Change. Retrieved from http//www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C.%20Organizational%20Development%20Implementing%20Planned%20Change%20IJMBA,%20V13%20N1%202010.pdf