JetBlue Airways & Organizational Development: Partners for Change Essay

This is a trip of an useful partitioningnership of Jet dark-skinned Airways and organisational growing. In the skyway traffic with an unp blushfulict suitable environment, Jet piquant forged a partnership with the Organizational Development (OD) squad up and JetBlue University (the airlines centralized learning group). From this berthed the Systems Operations C unload (SOC) which is the heart of the airline the epicenter w here(predicate) effectual decision reservation, communication, team action, and drawing cardship be critical to ensure crew outgrowths atomic number 18 able to meet and exceed customer needs (Dennnison, 2007). This nerve choose covers the quad general models of planned change which are entryway and contracting diagnosing planning and implementing and evaluating and institutionalizing change (Cummings & Worley, 2009). in all noises applied were mensurablely develop as they interpret the diagnosis of the operations of JetBlue.And as it progre ss you depart come upon that the backbone element on making this a successful and effective OD is theinvolvement of all the employees and their debauch in from the top down feather management. As you exit make up ones mind that not except that they agree use the hinderances which greatly enhanced the gilds success, it has also institutionalized the changes they eat adapted and on On June 8, 2011, JetBlue ranked Highest in Customer blessedness Among Low Cost Carriers in North America by J.D. king and Associates, a customer satisf put with recognition received for the seventh yr in a row.they were awarded they are the number i (Article, 2011).IntroductionJetBlue has an dramatic 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 keep company. They consider schematic and institutionalized the butt on of OD within their business strategy. The quaternion di sh outes namely Entering and contacting diagnosis planning and implementing and evaluating and institutionalizing were properly managed and execute. The foundation was tog decent and the shifting of the change concept was embedded in the JetBlue burnish. all(a) JetBlue employees are involved and are aware on how OD interventions are applied and how it works. The foundation of the OD intervention is solid and any upstart interventions that are applied as long as it is carefully reviewed and h elder is flawless. My nest for this case study as an OD practitioner is to review, diagnose, and probe what the OD practitioner take hold accomplished and make any changes and recommendations that I turn over volition further enhance the effectiveness of the OD intervention. I pull up stakes apply the four model of planned change as I review and/or come up with any superfluous intervention for the company.Stage 1 Entering and contractingThe OD team did not abide a hard time enteri ng into this business contract with JetBlue. All the grammatical constituents I read in this case study are all in their side. The strike concept that is precise exacting for this intervention is that JetBlues placemental culture is that they embrace change. This resulted the decision to financial aid the SOC continuously improve was supported by all within the part and the whole organization. They boast implement anideal and perfect approach for entering and contracting. Their realization that tomorrows operating environment leave alone feeling very dissimilar. They are treating distri merelyively flight as a varied case and they do not base their assumption on old info but incessantly plan for the latest information for for each one flight. A comprehensive contract was developed by JetBlue and OD team. or so(prenominal) internal and outdoor(a) SOC stakeholders are engaged for this contracting. Their process is flawless and what they clapperclaw a progressive c ompany that embraces intervention as unconditional. They have developed a comprehensive contract that push throughlined the scope of work and established clear roles and expectations. Both sides have agreed on the contract, they impart and so proceed to the planning process. Recommended change/ additionUpon reviewing butt on A, my recommended change is that the SVP of the SOC should be less involved on with the SOC operations. All the find out 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 program and in fact embraced the concept of OD so they should empower the OD team on changes and directly apply to the SOC with stakeholders getting an updated interventions being implemented. They should decentralize this tasking with the SOC, OD team and the crewmembers. By doing this, SVP and stakeholders brush aside focus more than on their large tasking and responsibilities by projecting and planning for the future of the company. The effectiveness of the Entering and Contracting make up is also apparent in eliminating or planning a course of action on taking out most of the red flags such as insufficient level of commitment, resistance or resistivity by major stockholders, lack of power or influence and thickenings desire to manipulate the consultant. These potential red flags were all communicate and resolved (Mitchell, 2006).It volition also be cost 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, sole(prenominal) minor interventions will be implemented to adapt in the invariably growing and changing innovation of the planetary environment.During contracting, there were no specific goals identified by JetBlue but only to look under the hood. I believe the OD approached this as an Organizational process for t heir plans. Although the contract covered the scope of work, established their various(prenominal) roles and responsibilities, they have not covered the estimated time needed that is devoted simply for the OD process. They might have missed this step because of the total barter for 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 equanimous 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 mark as progressive company which means that they constantly strive for change. register A if you notice that they added a planning stage on how the intervention will be approached. A thorough data copion will be created as one of the tools to diagnose and approach an intervention.Exhibit B is the Denison Leadership Development vignette that was used and you fire see the positive vicenary results that they have attachd their scores in four key areas within eight months of implementation. Summarizing the information captured from the Denison Organizational Culture pile, focus groups and interviews, the OD team came up with five key themes for the companys outline development and culture change. The OD consultant also stresses to the leadership team that focusing on a few relevant areas was much more effective which I also totally 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 analysis on where the top strengths and weaknesses are. I will also make a two to three twenty-four hours session to interpret the data to come up with a more viable and acceptable hypothesis on identifying the themes for the company. The Denison Model gave a quantitative euphony of the organizations 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 construe from the data they have gathered. Recommended change/additionIf I was the OD practitioner, I would also add questionnaires for the customers, observation and unnoticeable measures. My questionnaires will be knowing 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 crapper be improved and any innovative ideas that they want to see what JetBlue can offer. I will focus it on polariation which will make JetBlue unique from other airlines. This will be a very strong intervention once applied because it direct ly affects the customers (Kabra, 2006). On my observations, I will be staging some observation sites at the tarmac, tag 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 perpetrateing 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 expertness such as stewardess, baggers, pilots, etc. 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 benchmark and see what is our free-enterprise(a) edge compared to other a irlines. I will also apply unobtrusive measure and establish a benchmark for both internal and external part of the company. This will better me a better approach and measure on what is the real status of the company and you can project put out 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 analysis and strategize a pattern and conclusive evidence that supports each instance 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 communica te 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 specializeting. 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 decrease the peoples natural reaction on resistance to change. All five themes they came up were communicated effectively throughout the organization. An extensive weekly see for the first month was implemented. This is a carefully planned and well executed plan and implantation stage of the OD practitioner. This is a well ideal 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 achievement 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 go als. 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 adscititious award system such a Employee of the month, cash bonus, etc., will only reinforce 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 interven tion from start to end. The evaluation process was eye-popping as you can see the success rate of the company. I believe that they have institutionalized the change and they make 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 recognised this intervention as a new way of doing business. And they even avoided the wiz of complacency by having a Culture Change Monitor study 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 hefty 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 e ach phase of the OD process and as they evaluate the interventions, all the stakeholders are onboard and willing to improve the company 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 bed cover 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 any time they work.I would recommend another survey to replace the Denison Organizational Culture Survey in the next two years. Having the same survey yearly 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 dedicate more attention. I would review the current innovation, global market, benchmark the airline business, and their own. I will select and recommend an ideal survey establish on the current data gathering I collected.ConclusionThis 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. Communication is evident as the key factor on the planning and imp lementation 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 supervise 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 leadership 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 se t the foundation from the beginning by delegating key tasks to stakeholders, having clear sponsorship and having prudent leaders, a mindset shift has occurred the idea that creating a high execute 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 sequent Customer Satisfaction J.D. Power and Associates Honor. Retrieved from http//blog.jetblue.com/index.php/2011/0 6/08/jetblue-awarded-seventh-consecutive-customer-satisfaction-j-d-power-and-associates-honor/ Mitchell, R.C., (2006, July). Model of the Organization Development Process. Retrieved from http//www.csun.edu/hfmgt001/odmodel.htm Kabra, R., (2006, September). virtuous 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