Strategic Management at British Airways

Strategic Management at British Airways - ,...

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Strategic Management at British Airways – Planning, Development and Implementation:  Review of Literature  Introduction In the present competitive world, each business in each industry is planning, developing  and implementing strategies. Karger (1991, p.6) states the creating and establishing strategies  through planning is very complex process as it involves huge data and valuable insights from the  data. Further it is been found necessary that corporations address the issue of cultural diversity,  communication,   and   training   barriers   as   they   manage   more   diverse   workforce   (Haines,  2000:p.4). Strategic planning is an involved, intricate and complex process (David, 2006:p18)  tailored to the type of organization, can be much simpler and effective (Camillus, 1986:p8). The  present study on British Airways is to identify, evaluate and assess the planning, development  and implementation process of its strategy management and to analyze the performance of the  strategic decisions made as part of the strategic management on the organization because it is  believed   that   British   Airways   has   been   able   to   achieve   the   present   position   since   its  establishment in 1919 only due to its strategic management decisions (Cole, G.A., 2003:191).  This section deals with various literatures available on the present research in order to study the  process of planning, development and implementation in British Airways and also to identify the  role of various stakeholders in the decision making process.  Review of literature 
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Thompson,   Martin   and   Thompson   (2009:p2)   stated   that   strategy   is   about   how  organizations cope with the world which is dynamic and emergent with technologies, design and  competitors   getting   revamped   at  regular   intervals   providing   the   impetus   t  reformulate   the  existing strategy and restructure the organizations in order to survive in the competitive market.  It   is   further   clarified   that   strategies   are   means   to   ends;   whereas   the   process   of   strategic  management involves clarifying the desired ends, mapping out a route for achieving them  (development),   putting   those   strategies   into   practice   (implementation),   changing   what   the  organization is doing tactically in the face of competition and unexpected issues that arise and  finally   evaluating   progress   and   performance.   The   aviation   industry   has   undergone   major  transition phase wherein the main stakeholders were involved and have been granted a greater  degree of autonomy. Airlines were the first to realize the importance of strategies and strategic 
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