Reference no: EM132175913
Imagine that you have recently been appointed as Chief Executive Officer (CEO) of Air New Zealand, which is New Zealand’s `national` airline. It currently operates a fleet of 105 aircraft and carries over 15 million passengers plus cargo to 22 New Zealand airports and 29 international airports, and employs over 10,500 staff (www.airnewzealand.co.nz). The Crown (New Zealand Government) is still the largest single shareholder in the business, with just over 50% of the shares (https://www.nzx.com/files/attachments/242300.pdf). Assume that the company is facing difficult trading conditions for its domestic routes and there is speculation in the media that it will be cutting an as-yet-unspecified number of services and staff. Strong passenger growth in its international, business, particularly to South-east Asia means additional staff (10-15% more than currently) and some new aircraft required. The exact timing of any of these changes has yet to be announced. 1 Your task as CEO is to manage the motivation of staff through this period of change to ensure that the airline runs well and continues to satisfy the requirements of both shareholders and customers.
CHANGE MANAGEMENT - Total Marks 20 Question 5 Resistance to Change
Staff in this type of situation may behave in many different ways, for many different reasons. Apply what you have learned about change to the case study above.
(A) Identify and briefly explain, with reference to appropriate theory, four (4) possible reasons why you think the staff may resist the changes.
(B) Identify and explain, with reference to appropriate theory, two (2) possible approaches you could use to address why the staff are likely to resist the changes.
(C) Identify and explain, with reference to appropriate theory, one (1) possible drawback for each of the approaches you have explained in Part B (above).