Introduction to the Airline Industry (IATA Aviation Distance Learning)
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Based on this research methodology, the responses received by the interviewed staff can be considered as snapshots of their understanding at the particular time-space domain while the magnitude of influence from the socio-cultural milieux is not completely clear Conle, At that time, the project had been identified as very crucial for the company's viability, in terms of the associated risk to introduce a series of major changes in a very short period, and just a year before the expiration of the IATA's deadline for paper tickets issuing. The Phases of Organizational Change Organizational change is one of the most explored subjects, and a large number of articles and papers deal with this concept Washington and Hacker, Each section is to the point and helpful. A successful transition scheme may take the form of a phased approach, split in eight independent, in terms of time requirements, stages Kotter,
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My dream is to fly over the rainbow so high Having taken the proper training of personnel Airline Training Center and course Airline Cabin Crew Training e-Learning after my success in the exam, I am sure you will realize The study involved interviewing the employees directly involved in the implementation of the change process and the new services in the company, in order to be able to conduct an analysis of the experience of key-personnel with respect to the different phases as outlined in section 3.
A limited sampling logic was applied in order to focus on the staff that experienced intimately the migration process to the new electronic services. This group of people was responsible for the preparation and implementation of the project, as well as for the training and education of the rest of the associated with the project airline's staff. Moreover, this limitation was necessary due to the fact that in case more employees of the company were studied, then the uncertainty of the results would probably be increased due to the expected diversity of responses sharing of the same view, situational awareness, etc.
The research followed a qualitative pattern, in which validity is replaced by the concept of transferability, in terms of the ability of the research outputs capability to transfer situations with similar parameters, populations and characteristics. This research has a significant degree of transferability, which is supported through careful transcription, thorough and systematic analysis of the data and information about the theoretical context which was used to generate and analyze the data. The data were collected through a semi-structured interview scheme narrative because the aim was to discover the different ways individuals experienced the various phases of the migration project, as well as the way they realized their role and contribution within the particular context and situations.
As narrative is experiential, it can provide a description of tacitly held personal knowledge without abandoning the particular, the contextual, and the complex Conle, The interview questions were designed upon the basis of the change management phases proposed by Kotter while additional questions were added to seek for the employees view and feelings about the outsourcing choice decision, performance, etc. The interview questions were piloted with a set of participants, which allowed for some revisions and improvements for the final set of the interviewed staff.
Based on this research methodology, the responses received by the interviewed staff can be considered as snapshots of their understanding at the particular time-space domain while the magnitude of influence from the socio-cultural milieux is not completely clear Conle, It is also noted that the interpretation of the events that took place in the change process are culturally bound and, therefore, the understanding of people differs for the different groups in the same company. However, narrative can reveal how people experience change and which factors influence situations and make particular events possible.
The research faced the dilemma of anonymity as there are some particular details that could identify the participants of this research small group of people, very particular responsibilities and tasks in the project, etc. Nevertheless, all names have been eliminated to establish an acceptable level of privacy. In addition, emphasis was given to handling the information in a discrete and responsible way. The analysis of the data went through three phases; the interview transcription, the analysis and the interpretation phase.
In particular, regarding the second phase, emphasis was given on the identification of key words, essential features, experiences as well as their interrelations while, in the third phase, the aim was to link the case of each participant with larger issues and the theory. The challenges in the analysis and interpretation phases were to identify: The research question raised was to identify and validate the occurrence of these particular eight phases, as well as to assess the extent of variation, due to the specific circumstances and environment of the company.
This kind of interpretation requires hermeneutic work, which aimed to introduce new aspects to the original narrative that exceeded the mere description Bennetts, The research results provide evidence that the introduction of the new e-services in the case study state-owned airline did follow in general the change management phases proposed by Kotter However, there are some features which can be identified in the process as analyzed in the following sections. Table l summarizes the same results and provides the basis for the validation and observed deviations.
The participants of the study confirmed the existence of the sense of urgency among the staff involved in this project. In particular, the fast and accurate dissemination of all necessary information led to the establishment of the necessary level of understanding among staff, both in terms of urgency and significance of the project. However, as a significant number of the respondents highlighted, this sense of urgency came from an external alert which, in fact, was IATA's resolution about the introduction of the e-ticket.
The interviewees also commented on the company's hesitation to follow current industry practices, as well as on the slow developmental paces caused by the bureaucratic management structure and practices. This in turn, put the company in a critical situation, allowing minimal or zero maneuverability and leading to a series of knock-on effects, which influenced the other phases of the change process.
The formation of a highly skilled project team was apparent. Also, the respondents identified that this team worked in a rather independent mode, having enhanced operational flexibility and efficiency. Nevertheless, some performance deficiencies occurred from restrictions imposed by the company's protocol, in terms of decisions that had to be made by the top management. Since the top management was not part of the project team, this led to delays nonproductive time in the course of the project. All of the respondents recognized the creation a vision for this project, which was the introduction of the new e-services in a constrained timeframe imposed by the IATA requirements.
This was in direct relation to the company's viability, as well as with the necessity to improve the company's market profile. In contrast, the strategies developed to lead the successful realization of this vision were not clearly identifiable, based on the responses received from the team members.
This, in fact, brings out the issue of inconsistent communication between the different parties involved in this project management, project team and associated staff. The interview results showed that the company has used a variety of means and ways to communicate and disseminate the information relevant to the project aims and objectives, as well as its implementation.
A significant finding is that the modeling and transmission of new behaviors to the company's staff, which was one of the project team responsibilities, had a rather successful implementation.
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Most interestingly, one may highlight that these efforts were not a result of a systematic approach, which in turn led to insufficient update of the staff on the progress of the project. As an additional note, even the individuals with the most extensive involvement in the project did not have a clear view of the strategies that the company asked them to implement. The research results indicated an agreement in the interviewees' opinions with respect to the level of involvement of people in the project.
In particular, the research identi-. T able 1 Summary of research findings. Validated characteristics of each phase and observed deviations.
Nevertheless, a significant problem faced in some cases was the staff reluctance and resistance to the actual implementation of changes that had to do mainly with new work conditions and responsibilities. Other obstacles included financial issues allocation of budget, etc and delays caused by the company's bureaucracy ineffective decision making process.
The interviewees also reported that due to the problematic support by the company's top management the project team had to carry out the control and mitigation of the project risks. Contradictory results characterize this phase, in terms of the diverse responses received by the interview participants. In practice, this exhibited the lack of strategic planning of short-term goals and wins during the implementation of the project.
Therefore, one may recognize that the staff morale was not by any means boosted in the necessary levels, such that to cope with the extremely time pressuring situation and the organizational constraints and difficulties met. The planned company's privatization had affected the staff's morale and behaviors. Also, most of the staff involved in the research commented that the absence of any reward system affected negatively the change process.
Based on the interview results, the implementation of the new e-services did assist the staff to realize the importance and the criticality of the project. As identified, this new system required a solid process capable of providing continuous improvements to accommodate the future demands. Another finding was that the company had not coordinated any efforts to bring groups, teams and departments together in order to spread, reinforce and enhance these changes.
The interview participants argued that a change in the organizational culture was a straightforward issue, which nevertheless required deeper changes due to the company's fundamental problems. The initiation of the changes emerged from the project requirements, but when taking closer look this is not sufficient to generate the momentum to improve the organization in a large scale. As indicated, a variety of reasons may have contributed to that, such as financial difficulties, technical problems, incompetent staff, problematic organizational culture, government interference and other issues.
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The aim of this study was to examine and assess the effectiveness IT migration project in a state-owned airline, with respect to the phased change process proposed by Kotter The research questioned the validity and the extent of deviations in these eight phases through the critical analysis of interviews from the staff that had key roles and responsibilities in this project. The results obtained have indicated that in general there is an agreement with the characteristics of each phase; however, a closer look is necessary to distinguish some peculiar findings.
In particular, despite the top management's commitment to migrate to new electronic services selection of outsourcing solution, built-up of a highly skilled project team, project support , there were issues that obstructed and slowed down the process. One of the factors that allowed the successful completion of this migration project, as recognized in the research, was the commitment of the project team, in terms of project leadership guidance, control, risk management.
Project team had to face the different challenges faced with respect to the organizational change that had to take place in this state owned company, just right from the early start of the project to the final launch of the new electronic services. Thus, one may consider that a significant degree of this success has to be attributed to staff improvisation, rather than the company's top management strategic efforts lack of systematic and efficient reward system, absence of incentives for morale boost, etc.
An additional finding was that although everyone was aware about the criticality of the situation, the top management did not direct or coordinate the update and training of the staff involved in the project, in terms of modeling new behaviors for transitioning to a new organizational culture. Unofficially, the project team has assigned to carry on this responsibility, in addition to their education duties. Every organization that goes through change gets into a transition period of non-smooth operation until the staff becomes accustomed with the new products and acquires new knowledge from using them.
Therefore, trained and educated staff that knows more can do more, when management enables them with the right resources and strategies Conner at al. Based on the results, the participants changed their perspective about customer services and the competitiveness of the airline, which enabled them not only to change their own viewpoints, but also to assess the general performance of the company.
This fact provides a clear indication of a transformative learning process; a critical reflection on the current knowledge, attitudes and beliefs that put new and current practices into a new perspective Mezirow, ; Mezirow However, these reflection skills do not seem to be widespread since the company staff from top to bot tom never initiated any action to commence critical reflection in light of the new developments.