Knowledge Questions for Unit Hsc 44

The account should focus on the actions of the candidate; it must include dates when activity took place. If responses to questionsare used then indicate this and attach the questionsWrite your account in here. As a candidate, make sure you describe and explain your actions.Knowledge Questions for Unit HSC Who draws up the Code of Practice for Social Care? The General Social Care Council. Outline features of systems used in Lincolnshire in respect of confidential reporting of issues of concern. The council has its own policy which helps to inform on bad practice, difficulties between staff members and complaints ect. This isthe ‘whistle blowing’ policy and it was designed in order to protect those wishing to make a complaint and to avoid such things as victimization. Although anonymous, complaints are still dealt with the same seriousness as named complaints although it is preferredthat applicants with complaints should not be anonymous. When the Children’s act 2004 was published it contained some major changes for the way in which services were to be delivered. Take one and explain in your own words the advantages this brings for the wellbeing of children and their families. The Childrens Act 2004 brought about many changes and most significant was the Every Child Matters campaign that runs along side the 2004 act. For the Act itself the main change that helps in the work that I do is the implementation of the CAF. This works in line with the need for inter-agency working. I think this is one on the most crucial changes of the Act, and as the Victoria Climbie inquiry showed many agencies were involved with the case and through lack of communication, information sharing and joint working Victoria Climbie died at the hands of her aunt. One of the many advantages is local authorities drive for inter-agency working. Through this many agencies are trying to change their way of working and with the help of the CAF more agencies are invited to the first meeting when a child has been shown to have additional needs. On the whole the process is proving to be more focussed on the child and family and this reduces any stigma for the families as in the past most cases where always referred to social workers. Families and children are now seen more often and social workers can now focus on the more complex and child protection cases. Through inter-agency working families and children are given the help that meets their needs and reduces the need for long term involvement. 8a Outline the features of the Dfes initiative â€Å"Building a Culture of Participation† This initiative is led by the government in their commitment to allow children to have a say in how policies affect them and to contribute to how a service is delivered. By listening to children and young people it ensures that policies and services are designed around their needs. This leads to better outcomes for children, young people and families. It also allows for policies to be effectively evaluated and evolve as necessary. 9a Outline the Common Assessment Framework. Explain why this Government initiative has been introduced and its purpose. The CAF was implemented in 2006 in order to have a universal assessment form that could be used by all agencies and professionals. This was in line with some of Lord Laming’s recommendations after the Victoria Climbie enquiry. As a universal document it reduces the need for repetitive assessments and focuses more on the child and family and multi agency working. The CAF process can start at any time once it has been identified that a child has an additional need. Once agreed all information is shared between the agencies involved again reducing the chance of a child ‘falling through the system’. As the CAF is aimed at early intervention some one such as a school teacher can be the lead professional allowing more serious cases to be dealt with by social workers. As children can often have what was once deemed as minor issues and not warrant the classification as a child in need, through the CAF they are classed as having additional needs which allows professionals to work with the child and family. Once a child that has been highlighted as a CAF they can move in and out of the system as identified issues arise. 9bc Summarise the targets of the combined health and education initiative â€Å"Healthy schools†. The national healthy schools programme promotes a whole school approach to health. The programme is a joint initiative between the department of health and the department for children, schools and families. It aims to deliver benefits for children on improvement in health, raise pupil achievement, more social inclusion and a closer working between health promotion providers and education establishments. The public health white paper choosing health (2004) set a challenging target for 75% of schools to achieve healthy school status by 2009 and for all schools to work towards this target. Through a planned curriculum schools can promote learning and healthy lifestyle choices. The four core themes within the programme are: Healthy eating Physical activity PSHE Emotional health and well-being. 12 How does the Joint Annual Review shape the way in which Children’s Services are delivered locally. You may wish to discuss Lincolnshire’s last JAR and comment on how the recent Service restructuring has been a result of this. The Children’s Act requires joint area reviews to be conducted in each children’s services authority area. The multi-disciplinary team of inspectors review all services provided to children and young people aged 0 – 19. There are around 42 key judgements which relate directly to the five outcomes highlighted in the every child matters framework. Through the Lincolnshire JAR report published in March 2007 it was proved that there was a need for better facilities for all children aged 0 – 19. There are now plans to develop a further 23 children’s centres by 2008. Through this service restructuring the aim is to shift the balance of services from interventionist to a preventative approach. The strengthening families will work with partner agencies to deliver the five outcomes for the every child matters. This is where children’s services as a targeted service interface as part of a universal service. 16e Identify the risks to effective working caused by stresses on the work force and recommend what action can be taken. When work becomes too stressful for an individual it can cause a knock on effect throughout the staff team and the cases in which the individual is working on. The individual can start to have more days off sick which could cause other staff members to add to their workload in taking on those individuals cases. Stress can also cause the individual to lose direction and focus in the cases they work on and this can result in a reduced quality of service for those particular families. Stress in the work place can be identified early and then reduced by regular supervision. Supervision gives the individual a chance to discuss their cases and anything that might be causing them to feel stressed. Supervisors are then able to help supervisee’s in managing there stress before it gets to the point where it affects all that they do. Staff meetings are another opportunity to get together on a regular basis with other team members as it’s a chance for everyone to discuss their working role as well as any difficult cases they may have. This gives a chance for positive reinforcement by the manager on the work that is being done and also a chance to ‘brainstorm’ ideas that might help with the work. 17 Explain in a short paragraph how the Social Model of disability affects children and their families which you work. The social model of disability says that people are disabled not by their impairment, but by society that does not take account of their needs and prevents them from having full access to society due to physical, communication and social barriers. A large majority of the families that I work with fall into the category of being disabled by society. Those families that are most disadvantaged are those living in poverty. Families face multiple stresses which can affect a child’s needs. If a parent struggles to provide an adequate environment for a child this will impact on the child’s developments and the parent’s capacity to care for the child. CHILD A CHILD B No dependence on social security benefits Household receives multiple enefits Two parent family Single adult household Three or fewer children Four or more children White Mixed ethnic origin Owner occupied home Council or privately rented home More room than people One or more persons per room 18a/b See 8a above. 18d Using Lincolnshire County Councils Competency framework, explain how you would assist a member of your team to develop skills in risk management with regards to child protection. You need to be specific to an individual competency. Using competency number 8 –Analysis and Judgement. I would be able to assist the member of staff in th e above question. As part of the competency it requires the individual to look closely at the work they do and how it could be improved. Part of this is through having a broad range of information about an issue. In this particular instance it would be child protection. This could be done in-house through regular supervision. This can be through asking the individual to research up to date information and then having a question answer session on the information they have found. This shows that the indivual has done what is requested and demonstrates that they have an understanding of the subject that they would then be able to take into their work practice. Another useful development skill would be to assign the individual to a child protection case that was held by a social worker. The indivual would gain insight into the process of how child protection is identified and then managed. This hands on approach would give valued knowledge and development without risk to the family involved. Finally a child protection training course would be beneficial to the individual to again further develop there knowledge of the subject. 19 What impact does placement disruption potentially have on the wellbeing of Children In Public Care. You should relate your answer the recent Government paper ‘Care Matters’ Most children who end up in care experience multiple moves. It is standard that three or more moves constitutes as placement stability. Child development theories say that repeated movements jeopardize the opportunity for children to develop secure attachments with carers and trusting relationships with adults. Children with behaviour problems, prior instability and the age of the child at placement have all been found to be important factors in placement instability. 24 List 3 types of evidence that would be valid in court. Explain your rational behind each one. 1) Video Evidence- For children 14years and under. Also for children classed as a vulnerable witness. Video evidence reduces the need for a child to be in court and to be face to face with the perpetrator. 2) Court reports – These are factual based evidence which follow a mandatory guideline for completing. 3) Records – Records are an essential source of evidence for investigations and inquiry’s, and may also be used in court proceedings. Therefore it is essential that any records on a child are clear and accurate and ensure that there is a documented account of an agency’s or professional’s involvement with a child and/or a family. 25 Provide three examples of recording information that might be deemed discriminatory and explain why, in at least one of these examples, the discrimination might pass without comment. 1) The child is ‘missing’ from the record – This doesn’t mean that the child hasn’t been mentioned at all, but that their wishes and feelings, their views and understanding of their situation, are not rec orded. The absence of a child from the record suggests to the reader that no work has been done with the child, or that the child has not been involved in any work. 2) Facts and opinions are not differentiated – Failing to differentiate between fact and opinions can result in the significance of some information being overlooked, or opinions becoming accepted as facts and which could influence the management of the case. If opinions and judgements are not substantiated in the record it can be difficult to explain how these were made to family members who access the records especially if the case holder who wrote them is no longer working within the agency. 3) The record is not written for sharing. This account must (except in the case of responses to questions) be authenticated by at least one of the following Work products seen List Witnessed by— Name Sign Expert Include on witness list Y/N I confirm the authenticity of the Signature of Candidate work above DATE 31. 03. 08 I confirm the judgements claimed Signature of Assessor TICK IF OBSERVED above DATE ———————– EV 5

How the Nazis Reigned in Germany essays

How the Nazi's Reigned in Germany essays The assassination of Austrian Archduke Franz Ferdinand in June of 1914 ignited an immediate tightening of European alliances that resulted in a bloody World War. The people of Germany welcomed the news of the war, and the following frenzy of enlistment in the German army became known as August Madness. Germans were led to believe that they were winning the war because the government-controlled radio stations led them to believe nothing else. The end of World War I came abruptly and with unexpected results for the German citizens. Germany had lost, and harsh conditions were imposed on Germany upon the signing of the Treaty of Versailles, which formally ended World War I. Hyperinflation and increasing unemployment left German citizens desiring a savior from their current condition. Beliefs as to why Germany lost the war, and the harsh conditions imposed by the Versailles Treaty, created a post-war environment of instability which proved to be a cultivating dish where a relatively unkn own National Socialist German Workers' Party could grow, through carefully selected propaganda, into the dominant party of German politics known as the Nazis. The Versailles Treaty, signed on January 18, 1919, stripped Germany of their colonial empire and forced harsh monetary reparations to be paid by Germany to the allied powers for damages suffered during the war. The treaty also incorporated article 231, known as the War Guilt Clause, which formally placed the blame of the Great War on Germany. Article 231 had a profound effect on German psychology because Germans felt they were at no more fault than any other party involved. The final article of interest was known as the Rhineland Demilitarized Zone, which made Germany remove all troops within a thirty-mile belt of the border with France. The Nazis gained fuel for their growing movement in the form of propaganda denouncing the Versailles treaty. In their twenty-five point party platform of 192...

Sam 342 unit 5 Essay Example | Topics and Well Written Essays - 250 words

Sam 342 unit 5 - Essay Example Its functions from division I to division III vary in nature although the core values of the organization remain the same. At a young age players can be exploited and their focus can shift from education to sports only, hence they might become successful sportspersons but in long run they might fail to become an educated and contributing citizen. To regulate and keep a check on practices prevailing in al three divisions, the role of NCAA has gathered much importance in the past few decades. The core values of other professional sports association or clubs are more oriented towards their own set of beliefs, history and achievements. The basic principals they operate through are more aligned towards profitability, success in results, commitment to sports and the courage that can bring victories to the club or the association. In comparison with NCAA the core values of professional clubs or associations are more centric towards commercialism while NCAA plays a more philanthropic role and strives for safeguarding the interests and ensuring betterment of young sports person from grass root level to university level moving towards a successful career in the selected professional

Gandhi's ethic of nonviolent civil disobedience Essay

Gandhi's ethic of nonviolent civil disobedience - Essay Example The Holocaust and more recently, the attacks on the World Trade Center may be considered as examples of an unfortunate inversion of sacred beliefs and moralities, that led to the attempted annihilation of two distinct groups of people and their cultures. In the first instance, it was the Jews, who were the target, and in the second it was the American people. The responsibility for these two subversions of the holy can be narrowed down and fixed on two powerful personalities, Adolf Hitler and Osama bin Laden. But what motivated these two to such actions'Hitler firmly subscribed to the belief that the Germans were of Nordic/Aryan origin, and were a superior race; if they mixed with the inferior race of Jews, racial purity would be diluted. (Jewish Virtual Library, para 4) This view may have also been exacerbated by his personal dislike of Jews; he felt they, along with the Communists, (most Communists were Jews too!) were responsible for the defeat of Germany in the First World War, a defeat that led to the Fatherland's total humiliation. (Burleigh qtd. in Spartacus.schoolnet) Germany had to pay 38% of its national income in war reparation. In the spirit of a Plato advocating regulated breeding of humans to ensure better 'quality', Hitler went a step further by advocating ethnic cleansing, which would set the stage for building a strong and pure Nordic race. Hitler gave his eugenic program a 'scientific' base too. He referred to Nietzsche's and Darwin's theories to justify it. He firmly believed that he would be helping to achieve the evolutionary ideal of getting the best to survive by wiping out the inferior Jewish race. (Brief History: Evolutionary Theory)The Jews were first isolated in ghettos in order to be stopped from 'polluting' the pure Nordic race. The next step taken by Hitler was to exhort his countrymen to partake in a cleansing pogrom devised for the complete annihilation of the Jews. And Hitler, being the demagogue that he was, was also able to co nvince his compatriots that it was a sacred duty to wipe out an inferior race, thus paving the way for making Germany a great country.As for Osama, his belief was (is) that Islam is the only true religion, and Mohammed, the only Prophet, and all those who did not agree were infidels. It was God's great plan that the infidels should be wiped out through the process of 'Jihad' (Holy War). It was a devout Mussalman's sacred duty to kill or forcefully convert the infidel to Islam. '''''As Fasching says: Bin Laden and the al Qaeda, according to a discovered terrorist manual, are clear about the goal - "overthrow of the godless regimes and their replacement with an Islamic regime." This goal authorizes Muslims to kill Americans and all unbelievers. The killing of even innocent women and children is not only permitted but religiously required. (2002) Bin Laden justified his aggressive anti-American stand by stating that the Americans caused offence to Islam and its followers by their very presence in the Holy Land (Saudi Arabia) during the Gulf War of the early 1990's. The most holy of Islamic sites are located in Saudi Arabia, and Islam forbids a non-Muslim to visit these sites (Mecca, for instance) even under normal circumstances of peace. Thus the presence of American soldiers during the war was seen as a wanton desecration of the Holy Land of Islamic tradition. (Fasching 2002) From Osama's perspective, secularism as a way of life, accepted by the modern Western outlook, is itself profane, with its implications of a free intermingling of different religious groups, and a negation of religious and cultural identities. Bin Laden's antipathy to the outsider, encompasses all the nations of the UN, including "those who pretend(ed) they are leaders of the Arab world" and continued with their U.N membership. Bin Laden, it must be

Managing Activities to Achieve Results Assignment - 1

Managing Activities to Achieve Results - Assignment Example To get such skills the company has to employ people with various skills across different cultural backgrounds and thus it has contributed to the current structure of the company. It has committed itself towards empowering the staff it has employed and thus utilized the innovative style of organizational structure. The structure specifically used by Syngenta is the matrix structure also referred to as the project team structure. If Syngenta has to use process management in the mapping out their processes in order to get its goals and objectives, there are several things it must consider if it has to succeed. Use of a process management occurs when the management situation is dynamic rather than static. Dynamic can be caused by: (a) external factors – the activity begins as a project but eventually deviates and becomes a process because the external parties have introduced their own definitions of problems and solutions and thus interfere with the process (Bruijn, Heuvelhof and Veld 2010, p15). (b) Internal factors – the activity begins as a project and eventually becomes a process because the project owner has realized that during the course of the project, the problem has become different from what he had anticipated. The decision making process in this case has to be based on the hierarchy system and all the decision making processes are linear and structured and they proceed towards a solution thorough different phases. An actor who is superior in hierarchy initiates the decision making process. The other involved in the decision making have to behave cooperatively and this is partly due to the subordination to the one in control of the decision making process (Bruijn, Heuvelhof and Veld 2010, p16).The company has to take into consideration the two factors when mapping out their processes in order to get their goals and objectives. The processes can be evaluated by the results it achieves such as a number of actions, a number

Acounting and finance Essay Example | Topics and Well Written Essays - 1250 words

Acounting and finance - Essay Example To efficiently administer the various functional areas for which the manager is responsible and also to co ordinate these functions and activities within the overall framework of an organization is the two major purpose of an accounting system Especially the management accounting systems contemplate to analytically measure and report all financial and non-financial information so that the managers can make fruitful and effective decisions to fulfill the goals of an organisation. Thus the focus of the management accounting is mainly internal reporting of the various activities. Modern day management accounting plays a very significant role in both planning and control decisions. Hence in the process of decision making the management accountant has to make a number of realistic and logical assumptions in arriving at an optimal solution for the problem on hand. For enabling the management accountant to take a stand on the various assumptions in the process of decision making, the cost o f the product or service is a key element. Traditionally there are various methods of ascertaining the cost of a particular product or service. One of such methods is collecting the various cost elements and allocating them to the particular product or service which is known as unit costing.As outlined above one of the traditional ways of ascertaining the cost is to apportion a standard cost for each unit based on historical cost data. This system of ascertaining costs and base the managerial decisions has lost significance due to the fact that modern companies tend to have lower truly variable costs as against a very high degree of fixed costs. Also the equipments that are being used have become more complex and specialized and they form a very significant proportion of total costs. In addition organization with a wide range of products has processes which are common to several finished items making cost allocation irrelevant or meaningless. 3.0 ALTERNATIVE TO TRADITIONAL COSTING SYSTEMS-ACTIVITY BASED COSTING SYSTEM (ABC SYSTEM) An alternative to the traditional costing systems, modern day multi process business corporations adopt the activity based costing system which has proved a real tool in the hands of the managers for making proper business decisions. The activity based costing system is a refinement of the costing system in which focus is centered on the individual activities as the fundamental cost objectives. An activity in an organization may take the form of an event, task or unit of work with a specified purpose. To illustrate; the design activity, set up activity, manufacturing operations, shipping activity, distribution activity and administrative activity can form the basic key costing elements for the refinement of the costing system and thereby to arrive at the proper cost of a particular unit or service. ABC system aims at calculating the costs of the individual activities and assign costs to cost objects such as products or services on the basis of the activities undertaken to produce each product or service. 3.1 FEATURES OF ABC SYSTEM OF COSTING Fundamentally there are three distinct features of the activity based costing system: They are: 1. ABC system works by creating smaller cost pools linked to different activities. Traditionally organizations used to have single overhead cost pool related to several cost pools. 2. For each activity-cost pool ABC system aims to measure the activity performed and have this as the base. 3. In some cases costs in a cost pool can be identified and traced back to a particular Product or department or service and such kind of direct tracing of costs improve the cost accuracy as no assumptions are made to allocate the common costs. The logic behind the working of the ABC system of costing is that the more we create finely structured activity-cost pools, greater is the

Organisational Strategic analysis on British airways

Organisational Strategic analysis on British airways The issue of organisational changes is a corner stone of organisational functioning, development, competitiveness and, yet, effectiveness. Over the past decades, the way in which people are managed, promoted and stimulated at workplaces has become a primary key to assess and improve organisational efficiency and marketability and became a part of a general organisational strategy. The purpose of this report is to conduct a Organisational Strategic analysis one of the largest airline company British Airways. The objective of the report is to evaluate the competitive and changing market condition of the airlines companies how these companies specially BAs organisational changes occurred in last five years In terms of globalisation and rapidly changing business environment, as well as growing competitiveness on the market, modern companies increasingly need to rely rather more on their skilled and motivated personnel than on pure technologies and products the report will show us how BA addressed following issues: Main objectives in making the change in last five years. Key factors Influence of BAs organisational changes How managed change toward resistance of changes In the Chapter D, the aim of the Chief Executive Willie Walsh for BA to be simpler and improving employees behaviour and performance has discussed the 7S framework are also used. The aim of the report is to outline the areas in which the current strategy could be improved and further related changes. Conclusion and recommendations are also drawn. Table of Contents Page No 1.0 Overview of the Company 1.1 British Airways Organisational Changes in last Five years 1.2 Objective in making change Part 2 2.0Factors influencing British Airways change strategy__ 2.1 Internal influences Part 3 3.0 Organizational Change 3.1 Organizational Resistance how its managed 3.2 Types of Organizational change process 5.0 Recommendations and Conclusions Part 4 4.1 Timetable for implementations Table of Figures Page No Figure 1: Model of Change- Sequence of Events Figure 2: Forces Causing and Resisting Change within an Organization Figure 3: Statistics of Favourite airline Figure 4: Europe Share Market Movement Figure 5: Timetable for full implementation Figure 6: 7S framework Figure 7 : Herzbergs Two Factor Theory Figure 8: Factor affecting employees attitude 5.1 Recommendations for achieving Mr Willie Walshs goal for BA, Part 1 1.0 Overview of the Company British Airways happens to be one of the biggest airline operators that is U.K. based and among the different operators of Europe it is holding the position of the 3rd position after the Air France, Lufthansa and KLM. The major canters of the airline are at London Gatwick, and London Heathrow in which their range of the services being provided by them from the long routes to the short routes of the domestic European flights. Manchester happens to be one of the Britain Airports from where it is operating for the long distance flights. There are about Five hundred and fifty destinations to which the airways is providing flights at convenient timings. Thus the British Airways is a group which comprises of the other subsidiary firms like the British Airways Plc and others like the BA Connect Ltd. and British Airways holidays Limited. As British Airways is considered to be a leader in the industry mainly because of the kind of the technology that is being utilized by the company in providing various services like the online booking system and the ticketing method of self services(www.britishairways.com) 1.1 British Airways Organisational Changes in last Five years British Airways Plc: the skys the limit. British Airways Plc, BA, is the leading airline in the United Kingdom, and naturally one of the biggest in the world. In May 2005, Willie Walsh, newly taken over from Rod Eddington as chief executive, continued this active management of company culture and said of his staff: I want them to feel inspired, I want them to feel optimistic, I want them to feel that this is a good place to be (Dangerous Company, BBC2 April 2006). Willie Walshs vision of change was so ambitious (doing better and better, never enough for him), Walsh justified himself in saying that he had a long-term vision and staff a day-to-day one. Although before Walshs tenure as chief executive, BA was a very well-run and profitable company and it was considered as the worlds favourite airline. But as visionary leader he was made number of changes, such as he reduces top heavy executive team from 25 to 14. Thus, he presented five objectives to achieve: To sustain BA as the worlds favourite airline. Improve customer service Diversify through merger and acquisitions Improve management and to be best managed company in the UK Cost cutting 1.2 Objective in making change The overall objective of Walshs approached to reduce the expenditures with in the organization as well as exterior. Walshs claimed BA needed a second revolution. At the beginning Willie Walshs vision of change and strategies were correct but its implementation to achieve his objectives were not well-liked by employees or people around him this resulted in employees de-motivation and de-moralization. As a result there was a planning to strike by the employees which was temporarily held by the court decision but there are planning to have a strike. This paper discovers the phenomena of radical organizational change in last five years, its implications and consequences over the companys on the whole performance and the controversy of leadership and its issues? In this paper author discuss how leadership effect on organizations performance in the context of organizational change? And how well Willie Walsh did his change management strategies. Was he successful or failure. This paper reviews these questions by analysing the case study of British Airways, and also discusses the role of effective communication and the motivation of staff in BA and how these aspects are interrelated with each other. Part 2 2.0Factors influencing British Airways change strategy__ Monitor global competition, customers, competitors and other factors Need for change Initiate Change Implement Change Evaluate problems opportunities, define needed changes in technology, products, structure culture Facilitate search, creativity, idea champions, venture teams, skunkworks idea incubators Use force-field analysis, tactics for overcoming resistance Environmental Forces Internal Forces Consider plans, goals, company problems needs Figure 1: Model of Change- Sequence of Events (Source: Richard, 2001) Corporate Innovation is something that is very hard to change and employees need time to get used to the new way of organizing. Many people are not willing to change unless they perceive a problem or a crisis. For companies with a very strong and specific culture it will be even harder to change. Mr. W. Walsh, Chief Executive of British Airways decision to implement change at BA was influenced by a number of various factors. These were mainly based on the effects of the external environment on British Airways. BAs technology was not in keeping with the technology of their competitors and so this was reflected in its products. To combat this threat, W.Walsh.,(2009) tried implementing new procedures and changing the culture of the organization. He decided to change the organization from a technology driven company to a more service oriented one, lacking the technological strength of its competitors, BA proposed to offer a superior level of service instead. The external environment threat of technology was the main reason behind BAs change. Change within the Organisation Forces Resisting Change Forces for Change Global Pressures Competition The Market External Environment Aspirations of the Workforce Technology Costs Inertia Lack of Trust Complacency Conservatism Fear of Failure Fear of the Unknown Power Blocks Figure 2: Forces Causing and Resisting Change within an Organization (Source: Jewell, 1990) In order to survive and prosper in a competitive and rapidly changing environment, organizations also need to change. This may be brought about by many influencing factors which may be internally within the organization or in external environment of the organization. External forces originate in all environmental sectors, including customers, competitors, technology, economic forces and the international arena. External influences: Political factors including legislation or other government measures. Organizations are forced to change in order to meet, for example, health and safety, environmental or consumer protection requirements. The EUs laws could prevent to diversify into the no-frills market.This will make less competitions for BA from no-frills airlines. Noise pollutions stricter laws from EU could affect all the airlines. United Kingdom have decided not to introduce the Euro would reduce number of tourists to come into the kingdom. Slots reductions at the airport could enable BA to take over other routes which are served by the other airlines. Reduction in the protection of slots, particularly those at the primary airports could enable British Airways to take routes served by other airlines. Government is always tried to protect BA as a national flag carriers. Costs have been increased due to increase fuel price. Economic factors such as changes in levels of unemployment and interest rates which can have a major impact on demand. Increase the airport taxes could increase costs of the BA. New members of EU could increase or introduced new flights to the UK which could prevent to hold up the profits. Current economic downturn and swine flu could prevent people to fly. BA and Spains Liberia airlines merged decision to increase  £400 millions of synergy (http://www.breakingtravelnews.com/news/article/ba-and-iberia-agree-merger-deal) Social factors including changes in life styles and environmental issues which organizations must respond to if they are not to lose out to competitors. Threats from terrorists attacks could reduce people to fly such as September 2001 and most recently failed suicide bomb attack at American Airlines . Technological progress such as word processing in the office or robots in the factory can change working materials, methods and practices and create the need for new skills. Trade unions can influence wage rates, working conditions and other aspects of industrial relations. Competition and changes in consumer tastes and demand all impact on business organizations, making change necessary in order to respond. Media reports which can influence consumers and employees perceptions of an organization and its goods and services. Internal forces for change arise from internal activities and decisions. If top managers select a goal of rapid company growth, internal actions will have to be made to meet that growth ( Smillie Hailey., 2001). New departments or technologies will be created. Demands by employees, labour unions and production inefficiencies all can generate a force to which management must respond with change. 2.1 Internal influences: New products or services which require change in order to introduce them. Management changes, due perhaps to a merger, take over or the appointment of new staff. This may affect the management style and culture of the organization. Quality assurance systems which are becoming increasingly important in organizations in order to meet changing customer expectations. Productivity and profitability improvements which often require change in systems or procedures in order to control or reduce costs and/or increase output. Customer service is now more crucial than ever for organizations in competitive markets because they can only survive and prosper if they satisfy customers. After analyzing the external environment, it can be summarized that no-frills zone may pose a big threats in the future. Another Problem that most recent painful terrorists attack had cancelled number of flights of BA. After the need for change has been perceived and communicated, change must be initiated. This is a crucial stage of change management- the stage where ideas that solve perceived needs are developed. Responses that an organization can make are to search for or create a change to adopt. The modern complex business world is being rapid changes. There are number of factors such as globalization amongst companies, changes in market trends as well as companies who are more globally demanding and mature, necessary to reduce costs and the introduction of new technology has lead to companies to face large amount of competition than they had in the past. It is therefore important for organizations to stay ahead of their competitors and recent research has indicted that the creativity and innovation of an organization can give them that competitive edge they require. By being creative and offering consumers a more innovative service or product, the company or organization will be able to differentiate themselves from others who offer similar services. Cook (1998) found that creative organizations harness the ability to think and act in different ways that make sense to their current and future customers. BAs CEO presented his views and identified on the key drivers and directions for the airlines industry and the strategies BA will follow in the transition into the next millennium. He also reiterated BAs commitment to achieve long term growth in earnings and shareholder value in the top quartile of the major airline by focusing on people, performance and growth. Part 3 3.0 Organizational Change Organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates. Willie Walshs vision was the same. When together all employees or the group of people work to achieve the organizational goal, the organizations are become operational and successful. Therefore, organizational change is possible only when employees of the organization understand the need for change, buy-in the idea of change, are motivated towards the change, and express their interest (McGuire D. Hutchings K., 2006; Beer M. et al, 1990). Keeping in view the importance of employees, management thinking for change should consider the effect of the change on employees as well as their resistance and reaction on it. They should be taken into account and should be motivated and explained reasons of change by the management while taking any decision. Other researchers (e.g. Tichy, 1983) acknowledge the frustration that managers feel when their organizations do not respond to elaborately analyzed plans, where there is a lack of interaction between decision and action. In the case of BA, Willie Walsh did not plan to follow up change because he did not think fundamental changes as process but wanted to change entire organizational culture immediately. As Whittington and Mayer (2002) also vindicate this need, adaptive reorganization, the ability to redesign structures frequently, is now critical to organizational performance. However, an effective change can only be achieved if change managers encourage employees participation as much as possible, address their concerns and repercussions and ensure them that leaders involvement would be role models for a change (Heracleous, 2002). Enthusiastic Willie Walsh eager for bringing changes in BA forgot to get his employees involved in the change management process. Nevertheless, employees or group of people working together for organizational goal made the organizations as successful. 3.1 Organizational Resistance how its managed There are number of factors are playing for resistance to changes such as fear of the unknown, the possibility of economic insecurity, habit, threats to social relationships and failure to recognise the need for change (Nadler, 1988). Another issue of importance in change which is difference between how organisation looks at present and look after the change. According to Cameron et al (1993), readiness for organisational change depend on how the degree to which a change (TQM) and existing culture differs from that culture, an organisation may be more or less ready for such a change. Tichy and Devanna (1986) discuss creating a need for change; in effect, opening up the organizational culture to be receptive to the change. They note that this is especially difficult when there is no apparent crisis, but rather the long-range vision of a leader who anticipates the time it takes to implement organizational change. Resistance to change is especially relevant if the vision of a leader differs from the values and beliefs of the existing organizational culture. If that is the case, then cultural issues must be addressed (Schein, 1991; Trice and Beyer, 1991). In the case of BA, Walshs vision was very good because organizations continuously need improvements and changes to maintain its competitive advantages. Willie Walsh started the change process and neither involved management nor his staff and stressed too much on cost cutting activities then these radical changes turned employees repercussion and resistance to change into aggression and they went on strike. Because e mployees thought that these changes were not needed and they were not convinced, also, they were worried about their future. In this part of the paper author will now discuss the controversy of leadership and its effect on organizations performance in the context of organizational change. 3.2 Types of Organizational change process Change management is a process to bring modification and transformation into an organization to sustain and improve its efficiency (John Hayes, 2002).There are different overall types of organizational change process, including planned versus unplanned, organization-wide versus change primarily to one part of the organization, incremental (slow, gradual change) versus transformational (radical, fundamental), etc. Organizational change is a step by step and a learning process which involve everyone in the organization. There are number of researches has conducted and researcher stated that the change in the organisation should have organisational culture capacity (Garratt, 1987, 1990; Bahlmann, 1990; Senge, 1990; Senge et al. 1994, 1999; Pedler et al., 1991; Burgoyne et al., 1994; Swieringa and Wiersma, 1992; Watkins and Marsick, 1993; Redding and Catalanello, 1994). This approach differs clearly from the literature trend which puts an emphasis on knowledge management and which associates organizational learning capacity with the ability to create, acquire, transmit, retain, or use organizational knowledge. This trend is led by authors such as Amponsem (1991); Nonaka and Takeuchi (1995); Nonaka and Nishiguchi (2000); Nonaka and Teece (2001); Nonaka et al. (2003); Baets (1998); Von Krogh and Roos (1996); Von Krogh et al. (1998); Despres and Chauvel (2000); Chauvel et al. (2003). It is clear from the above literature that Willie Walsh should have involved all the members of management and staff while making change in British Airways. They should have been convinced about the need of change for the improvements and encouraged to support this process. Despite of considering all that, he brought radical changes in organization without making his management and employees involved, like cost cutting activities, outsourcing of different departments and sale of operations etc. Buono and Bowditch (1993) notified that uncertainty during change processes is typically about the aim, process and expected outcomes of the change and implications for the individual employees (Buono and Bowditch, 1993). Part 4 The change in the BA has partly successful, as Walsh five objectives are partly achieved. Below has explained which changes are successfully meeting its objectives or not: 1) Sustain BA as the worlds favourite airline: According to Consumer Travel Alliance survey shows that Southwest Airlines was no 1 favourite in the world because of price and customer service. Below graph shows its result: Figure 3 : Statistics of Favourite airline (Source: http://consumertraveler.com/wp-content/uploads/FavoriteAirline1.gif) 2) Improve customer service A survey conducted by the BA shows that satisfaction rating across the network rose by 72 percent. The survey conducted among 21millions customers(.http://www.britishairways.com/cms/global/microsites/ba_rep) 3) Diversify through merger and acquisitions Most recent M A with Iberia agreement of  £3.9bn brought share price up and according to Willie Walsh both brand would be retained(http://images.google.co.uk/imgres?imgurl=http://static.guim.co.uk). Below graph shows of share market movements, it has shows that BA has gaining Europe share market in significant wa, Figure 4 : Europe Share Market Movement (Source: http://www.centreforaviation.com/news/share-market/2009/11/13/british-airways-and-iberia-establish-mou-for-merger) Improve management and to be best managed company in the UK British Airways has failed to reach an agreement with union for stop strike but at the end strike called off because of court order. He have not succeeded with his instant reform but he is able to overcome competition from low costs budget airlines(http://www.businessandfinance.ie/index.jsp?p=222n=22) Cost cutting British Airways have struggling to cost cut because of resistance of employees, as they have made controversy by asking staff to take unpaid leave, reduce hours or work for nothing (http://www.guardian.co.uk/business/2009/jul/06/british-airways-jobs-pay-unions). Thus they have facing strong resistance from the Union which discussed earlier in the part of this study. 4.1 Timetable for implementations Moreover, the parallel running and big bang strategies and pilot studies would be the best approach for the BAs changes for strategies. Such as However, it is very important to combination new technology and old technology until new systems is working properly in effective and reliable way, i.e. parallel running. The big bang strategy can be approached with the motivational courses and management training. The absenteeism could assist to loosing money by the company, as a result the change is evident in speed way. Big band theory could generate resistance to change, as well as a risk of failure, but in order to implement changes can be improve employees work environment, i.e. carefully planning will ensure successes and great resistance can be avoided. Below graph shows the timetable for full implementation, Figure 5: Timetable for full implementation 4.0 Recommendations and Conclusions A 7S framework model was developed as a model of not just structure, but model of organisational change by Tom Peters and Robert Waterman (1980). This frame work can also be used as an organisational analysis tool and it also depicts that organisational effectiveness from interaction of various factors. The 7S framework show below, Figure 6: 7S frmaework Skills Style Strategy Systems Shared Values Staff Structure (Source :http://www.themanager.org/models/7S%20Model.htm) the BP Group. Post acquisition, 240 BP employees will continue working for and in support of the ground fuels business to be transferred to Hellenic Petroleum. The remaining personnel will continue to support BPs other activities in Greece. The agreement also provides for a transitional period regarding the management of the network and branding. The deal is subject to regulatory approvals, Greek competition authorities and other relevant approvals. The deal is expected to complete towards the end of 2009. N M Rothschild Sons Limited acted as financial advisor to Hellenic Petroleum SA. Pratap Amin, Sebastian Lawson , Jocelyn Mitchell, Avril Martindale, John Fordham, David Taylor, Daniel Lawrence, Eli Hilllman, Vanessa Jakovich, Ned Staple, Van der Staal, Olivia Wyld, Patrick Taylor, Susan Doris, Michael Mà ¼ntefering, Chun Wing Yeung, Dylan Cunard, Todd Kramers of Freshfields Bruckhaus Deringer LLP acted as legal advisors fo r BP plc. The above diagram has no starting point or hierarchy and it shows that by seven elements which are considering organization form these 7 viewpoints it would be possible to establish major strength and weakness. 7S framework shows the 7most important things that should be kept in mind by the management for achieving organisational goals. The BAs management framework clearly sets out principle on how to delegate authority and responsibility. As the responsibility of running the company is efficiently is given to CEO, therefore CEO should take of all 7S mentioned in the framework. BAs group Chief Executive Willie Walsh is aiming to make BA a simpler and more efficient by enhance of employees behaviour with embedding a high performance culture by 2012. He had suggested that simplification is the key to success. According to Walsh (2008), BA had incredible assets and a great workforce. The only need was to bring these assets and people together to form a more productive, efficient and powerful organisation. The core problem that was cited was the Bureaucratic management structure which was formed because of the number of mergers and acquisitions in the organization. According to Walsh (2008), the people who knew most about the company were the people who were running operations at the bottom level. He also noticed that the management had become too introspective at the level and was not listening to the employees about safety and reliability. Furthemore, According to De-Witt Meyer (2004), business strategy is concerned with how firms should go about creating a sustainable competitive advantage in each business they operate. Therefore, In order to achieve sustainable competitive advantage, goals and make company the best in the industry, the owners (CEO, Top level management) of the company should take care of the people working in the company, as their efficiency in performance would help company to achieve its goals. So, therefore a good integrated communication and co-ordination network would be required to sustain its image in the industry. Figure 7 : Herzbergs Two Factor Theory (Source: http://tutor2u.net/business/people/motivation_theory_herzberg.asp) Herzbergs Two Factor Theory was developed as a model of understand of employees motivation and attitudes. This theory was developed by Fredrick Herzberg in 1959. Herzberg suggested both the factors are very important to understanding employee motivation and satisfaction. Following some of the factors which are causing satisfaction and dissatisfactions of the employees: Factor affecting employees attitude Figure 8 Hygiene Factor Dissatisfactions Motivator Factor Satisfactions Company policy and Administrations Achievement Supervision Recognition Working condition Responsibility Salary and other financial factors Opportunity for advancement Job Security Personal Growth Relationship Challenging The above list of factors shows that management of BP not only avoid Hygiene factor also provides Motivator factor to the employees in order to Tonys aims to make a simpler and more efficient by enhance employees performance and behaviour. 5.1 Recommendations for achieving Mr Willie Walshs goal for BA, Considerable steps should be taken up so as to make employees sure that they are working in a safe and healthy environment. This would help Walsh to retain the employees and also to generate a sense of belongingness among them. Another major factor is that there should be a new operating management system which should be designed so that it would help to bring more consistency in the operations of the company. This can be done by implementing cross group programmes. It can be done minimum once a year to call all the employees at one place (city by city) People are one of the main assets of a company to perform efficiently and effectively. Walsh would require focusing on improving behaviours of employees by motivating them to work in a more efficient and coordinated way. This can be done by rewarding them, giving them more fringe benefits and providing them safety and security at the workplace. There is also need to build a high performance culture in organization. With coordinating among different operations and departments, a high performance culture and highly motivated employees, Tony can achieve him aim. For effective change management process, good communication between management and staff is imperative. In order to keep competitive advantages and to minimize fundamental effects of political and economical disturbance, the continuous change is required but this should be taken place with the involvement of each and every member of staff. In the process of decision making, if employees are taken into confidence and are convinced about the required change while taking them on board in decision making process, they would as a part of change management process adhere and admire the change. On the other hand, if they are left disconnected and arent motivated about this change process, subsequently their spirit and enthusiasm will go down. Certainly they will have apprehensions and impact about this change process. Senses of insecurity and uncertainty of job within the organization created due to lack of communication which spread out rumours. Thus little-convinced employee will give low output and will not remain loyal to the company. Having gone through the case study and examining it with different supportive theories, it is apparent that even though the British Airways was a well-run company, Walsh decided to bring changes to compete in competent industry but he did not use properly communication techniques and therefore his employees were not communicated his ideas fully.