Theory Management

Theory Management
1. General Assessment Guidance
?? Your summative assessment for Theory of Management is a Coursework submission.
?? The deadline for submission is 04:00 PM on 18th December 2015
?? You are required to submit your assessment via Turnitin online access. Only submissions made
via the specified mode will be accepted and hard copies or any other digital form of submissions
(like via email or pen drive etc.) will not be accepted.
?? For coursework, the submission word limit is 2,000 words. You must comply with the word count
guidelines. You may submit LESS than 2000 words but not more. Tables, diagrams, bibliography,
appendices, annex and headings are NOT included within word count calculations. You must
specify total word count on the front page of your report.
?? For coursework, please use font size 12 for body text and the typeface (font) should be Arial or
Times New Roman with minimum 1.5 spacing.
?? For headers and titles, please use font size 14. Your submission must have standard margins and
page numbers.
?? Please use English (UK) as your language in the submission.
?? Do not put your name or contact details anywhere on your submission. You should only put your
student identification number (SRN) which will ensure your submission is recognised in the
marking process.
?? A total of 100 marks are available for this module assessment and you are required to achieve
minimum 40% to pass this module.
?? You are required to use only Harvard Referencing System in your submission. Any content which
is already published by other author(s) and is not referenced will be considered as a case of
plagiarism.
You can find further information on Harvard Referencing in the online library on the VLE. You can
use the following link to access this information:
http://my.bpp.com/vle/mod/data/view.php?d=223&rid=596
?? BPP University has a strict policy regarding plagiarism and in proven instances of plagiarism or
collusion, severe punishment will be imposed on offenders. You are advised to read the rules
and regulations regarding plagiarism and collusion in the GAR and MOPP which are available on
VLE in the Academic registry section.
BPP University Business School: September 2015
?? You should include a completed copy of the Assignment Cover sheet. Any submission without
this completed Assignment Cover sheet will be considered invalid and not marked.
2. Assessment Brief
2.1. Case Study
British Airways
British Airways is a full service global airline company. The company provides worldwide air cargo
services, largely in conjunction with its scheduled passenger services. The company serves more
than 400 destinations worldwide and is a part of IAG, formed with the merger between British
Airways and Iberia. The company operates through a single business segment: airline business. The
company’s airline business segment includes both network passenger and cargo operations. Its
principal place of business is London, with significant presence at Heathrow, Gatwick and London
city airports.
At the end of FY2014, the company had 279 aircraft in service and during FY2014 the company
carried approximately 41.5 million passengers and 706,000 tons of cargo. The company has two
subsidiaries, including BA CityFlyer and OpenSkies. BA CityFlyer operates a network of UK domestic
and European services from London City airport. OpenSkies operates non-stop services between
New York Newark and JFK to Paris Orly.
In addition, the company has franchise partners, including Comair and SUN-AIR. These partners are
independent airlines which use British Airways branding and flight codes. Comair, based in
Johannesburg, South Africa serves a wide variety of destinations across Southern Africa. SUN-AIR
operates flights across Europe from a base in Billund, Denmark. The company is also a member of
the Oneworld alliance and has partnered with American Airlines, Finnair, Iberia and OpenSkies for
flights between Europe and the US. It also has a partnership with Japan Airlines and Finnair for
flights between Europe and Japan. Furthermore, the company has codeshare agreements with Aer
Lingus, airBaltic, Bangkok Airways, Flybe, Loganair, Meridiana fly, Vueling Airlines and WestJet. The
company also operates two loyalty programmes, which include Executive Club and Avios.
Company Profile
BA made an operating profit of £975 million in 2014 (2013: £708 million), which is a significant
achievement, building upon the solid foundations set in 2013. Following the arrival of its first Airbus
A380s and Boeing 787s in 2013, this year BA introduced further aircraft and now has eight A380s
and eight 787s. They have focused on investing in product where it matters most to customers, on
making journeys more comfortable and enhancing the network they offer, including providing the
opportunity to book flights with Vueling and US Airways, which has opened up more than 200 new
destinations.
BA has continued to use technology to innovate and enhance customer loyalty, including introducing
digital membership cards for British Airways Executive Club members, and updating the BA app,
BPP University Business School: September 2015
allowing customers using Heathrow Terminal 5 and Terminal 3 to receive ‘push notifications’ on
smartphones informing them of its gate number, when it is open and when its aircraft is boarding.
Looking ahead, they are introducing new routes to destinations in Spain, Greece, Egypt, Malaysia
and elsewhere.
To be the most admired airline
In 2014 its fleet was bolstered by 25 new aircraft. Customers reacted positively to them, with
feedback showing an appreciation for the technological advancements and comfort offered by the
new aircraft. Following a poll of more than 3,000 voters, BA was named Consumer Superbrand of
2014 by Superbrands UK, securing the top position over 1,500 other brands vying for the prestigious
title. It was the first time an airline or travel company of any kind topped the poll. In June 2014, BA
featured in a three-part BBC Two documentary series ‘A Very British Airline’. Watched by nine
million viewers, it gave a unique behind the scenes look at the airline and staff.
Invest in the product where it matters most
The A380 now operates between London and Los Angeles, Hong Kong, Johannesburg, Singapore and
Washington DC. Their one millionth customer flew on one of its A380s in November 2014, and BA
announced the start of its A380 service to San Francisco in April 2015 and double-daily flights to
Miami in October 2015.
During 2014, its eight 787-8s operated between London and Toronto, Newark, Austin, Hyderabad,
Chengdu, Philadelphia, Calgary and Chennai. These new aircraft offer customers a more pleasant
flying experience, with larger windows, more moisture in the air, and a lower cabin altitude, which
helps to reduce jetlag. BA is looking forward to welcoming its first 787-9 in late 2015, featuring its
new First cabin. Inspired by the style of its new wide-bodied aircraft, BA unveiled newly-designed
seats and cabin interiors on 95 of its aircraft which fly across Europe and the UK from Heathrow and
Gatwick. This will help it to compete with its low-cost rivals and improve profitability on its shorthaul
operation.
Eighteen of BA’s Boeing 747s began to receive a cabin refresh including new state-of-the-art in-flight
entertainment systems. Its lounges remain an important part of its business travel proposition and in
2014 BA opened newly refurbished lounges in Glasgow, Belfast, Cape Town, Amsterdam and
Washington DC. They plan to improve more lounges in 2015. At London City they introduced a
‘Carousel Collection’ service for Executive Club customers arriving from Edinburgh or Glasgow.
AirPortr, a new premium luggage concierge service, will collect luggage from baggage reclaim and
deliver it to its customers’ chosen London destination within hours. BA hopes to roll the service out
to other destinations they serve from London City in the future.
Deliver its brand
As well as being voted Consumer Superbrand, BA picked up a number of awards in 2014. Premium
travel publication Conde Nast named BA as best short-haul airline of the year, The Times and
Business Traveller both voted it the best airline, while The Daily Telegraph awarded them the best
long-haul business class service.
BPP University Business School: September 2015
BA began offering Hand Baggage Only fares for those customers who do not want to check luggage
into the hold, and Semi-Flex fares for business travellers who want the option to change its flight on
the day they fly. To ensure its customers travelling in premium cabins receive its first choice of meal
during its flight, BA began trialling a service to allow those travelling in BA’s First, Club World
(business class) and World Traveller Plus (premium economy) cabins to pre-order its main courses
from the a-la-carte menu offered on board up to 30 days before its flight departs.
Employability
During 2014 BA welcomed 175 apprentices across 12 schemes and was named one of London’s best
apprenticeship employers in the National Apprenticeship Awards 2014. Seventy-two graduates
joined BA across nine schemes and its Future Pilot Programme saw cadets start its training to
become BA pilots. BA’s Community Learning Centre has welcomed more than 90,000 people since
opening in 1999 with students attending aviation themed educational activities that are interactive
and link with the school curriculum. Programmes are offered to students in the boroughs
surrounding Heathrow.
Adapted from a MarketLine report published in July 2015, available through Business Source Complete
BPP University Business School: September 2015
Task
British Airways is the UK’s largest international scheduled airline. It is also one of the world’s leading
global premium airlines but, in order to remain so in a highly competitive marketplace and in the
face of changing consumer trends, it must continue to adapt and change. You are a management
consultant, specialising in management theory and practice. In this context of a changing
environment for British Airways you have been hired by the Senior Management Team of British
Airways in the UK, to advise them on how they might focus the business on adapting to consumer
needs. You are required to provide a report that should cover the following points:
1. Describe one tool that can be used to analyse the organisational environment and
evaluate the effectiveness of using such a tool in the context of British Airways, using
academic references to support your argument. Note: you are NOT required to undertake
an analysis for this task. (10 marks) (approx. 220 words)
2. Complete an analysis of British Airways’ competitive environment using Porter’s Five
Forces model, examining how each of the elements of the competitive environment might
impact upon the organisation (25 marks) (approx. 550 words)
3. Using appropriate references to support your answer, evaluate the advantages and
disadvantages for British Airways of using a Balanced Scorecard approach to
organizational performance (10 marks) (approx. 220 words)
4. Using the Balanced Scorecard framework, provide recommendations to the Senior
Management Team on appropriate measures in each category to measure the
performance of British Airways. Justify your recommendations (20 marks) (approx. 440
words)
5. Using an appropriate change management framework, develop a clear plan for how the
organisation could ensure the successful implementation of an organisational change
project (25 marks) (approx. 550 words)
6. Suitable report format, presentation, structure, referencing and use of English (10 marks)
Total: 100 marks
BPP University Business School: September 2015
Student Marking Guidance
You are expected to use models and theories to support your argument and analysis. To pass you
will need to demonstrate understanding and knowledge of the subject and evidence of some critical
awareness. For a higher grade you will need to demonstrate a deep knowledge of the subject and
critical argument and analysis.
Question Marks Approach
1 Describe one tool that can be used
to analyse the organisational
environment and evaluate the
effectiveness of using such a tool
in the context of British Airways,
using academic references to
support your argument. Note; you
are NOT required to undertake an
analysis for this task
10
marks
For an excellent mark students will describe one appropriate
tool for analysing the organisational environment. They will
also evaluate the effectiveness of using such a tool in the
context of the case study, contrasting strengths and
weaknesses. They will demonstrate in-depth knowledge of the
tool in terms of its advantages and disadvantages, supported
by appropriate references. There is NO requirement to
undertake an analysis using the chosen model.
2 Complete an analysis of British
Airways’ competitive environment
using Porter’s Five Forces model,
examining how each of the
elements within the competitive
environment might impact upon
the organisation
25
marks
For an excellent mark students will provide an in-depth
analysis of the competitive environment examining how each
of the five competitive forces might impact on the
organisation. The factors selected will be relevant and
appropriate to British Airways in the case study context.
Opinions will be well argued and supported by a range of
academic sources.
3 Using appropriate references to
support your answer, evaluate the
advantages and disadvantages for
British Airways of using a Balanced
Scorecard approach to
organizational performance.
10
marks
For an excellent mark students will contrast a range of
advantages and disadvantages of using the Balanced
Scorecard approach to organizational performance and relate
them to British Airways.
4 Using the Balanced Scorecard
framework, provide
recommendations to the Senior
Management Team on
appropriate KPIs in each category
to measure the performance of
British Airways. Justify your
recommendations.
20
marks
For an excellent mark, students will present a range of KPIs of
organisational performance that are appropriate for British
Airways in the context of the case study. Suggestions will be
appropriately justified.
5 Using an appropriate change
management framework, develop
a clear plan for how British
25
marks
For an excellent mark students will present a coherent critical
change plan demonstrating how British Airways could
successfully implement a change programme. They should
BPP University Business School: September 2015
Airways could ensure the
successful implementation of a
major organisational change
project
demonstrate the ability to synthesise concepts, theories and
practice and provide clear recommendations that apply to the
case study and are practical and easy to implement. Students
may choose any appropriate change management model or
framework but are expected to be able to apply its chosen
model to produce a realistic change plan.
6 Use of relevant language,
structure and Harvard referencing
10
marks
For an excellent mark students’ reports will demonstrate
excellent structure and presentation. The Harvard referencing
system will be used correctly. Students will demonstrate
precise use of language expressing complex thought with
clarity, accuracy and precision.
End of brief