BRITISH AIRWAYS

Submitted By: ARSHAD BASHIR

MALIK
 Date Submitted: 06.09.2010

INDEX

• INTRODUCTION

• WORK FORCE

• SCUSTOMER SERVICE,BRITISH AIRWAY

• BOTH WORK FORCE AND CUSTOMER SERVICE

I HAVE CHOOSEN BRITISH AIRWAYS FOR MY ASSINGNMENT

BECAUSE IT IS NOT ONLY CULTURALLY DIVERSE WITH IN ITS

WORKFORCE (EMPLOYEES) AND ALSO FROM IT,S CUSTOMERS.HERE I AM

GOING TO INTRODUCE BRITISH AIRWAYS WITH DIFFFERENT ANGELS.

INTRODUCTION:
BRITISH AIRWAYS IS A WELL-KNOWN AND FAMOUS COMPANY OF THE
WORLD IN AIRLINES INDUSTRY, PROVIDES INTERNATIONAL AND
DOMESTIC FLIGHTS, SERVICES TO THEIR PASSENGERS, CUSTOMERS WITH
NICE SERVICES AND OFF COURSE INTERNATIONAL STANDARD.

BRITISH AIRWAYS PLC INCORPORATED IN 1983, PROVIDES

INTERNATIONAL AND DOMESTIC SCHEDULED AIR SERVICES FOR THE
CARRIAGE OF PASSENGERS AND CARGO. BRITISH AIRWAYS' (BA) MAIN
BUSINESS IS THE PROVISION OF SCHEDULED PASSENGER SERVICES,
WHICH ACCOUNTED FOR APPROXIMATELY 85% OF THE COMPANY'S
TURNOVER DURING THE FISCAL YEAR ENDED MARCH 31, 2004 (FISCAL
2004). THE COMPANY ALSO PROVIDES OTHER SERVICES TO OUTSIDE
PARTIES, SUCH AS AIRCRAFT MAINTENANCE. IN ADDITION, THE
COMPANY'S OPERATIONS INCLUDE CERTAIN ANCILLARY AIRLINE
ACTIVITIES. BA'S AIRLINE ROUTE NETWORK WAS COMPRISED OF 154
DESTINATIONS IN 75 COUNTRIES AT MARCH 31, 2004. DURING FISCAL 2004,
THE COMPANY CARRIED MORE THAN 36 MILLION PASSENGERS ON ITS
SERVICES. ALSO DURING FISCAL 2004, BA INTRODUCED SERVICES TO
ALGIERS, BARI, DUBROVNIK AND TURIN AND REINTRODUCED SERVICES
TO ISLAMABAD. SERVICES TO BREMEN, GUERNSEY, LILONGWE,
LIVERPOOL, NEW QUAY, PLYMOUTH, SAN DIEGO AND ZAGREB WERE
DISCONTINUED.

HEATHROW AIRPORT, A BIG AND BUSY AIRPORT OF U.K AND BA'S

PRINCIPAL BASE, AND BA CARRIES AN ESTIMATED 38% OF THE AIRPORT'S
PASSENGERS. IN ADDITION, BA HAS A SECOND BASE OF OPERATIONS AT
GATWICK. THE CONSTRUCTION OF A FIFTH PASSENGER TERMINAL
(TERMINAL 5) AT HEATHROW HAS COMMENCED AND BA EXPECTS TO
CONSOLIDATE ITS OPERATIONS INTO TERMINAL 5, IN 2008. BA HAS
SIGNIFICANTLY REDUCED LONGHAUL DESTINATIONS AT GATWICK,
CANCELLED CERTAIN UNPROFITABLE ROUTES AND MOVED OTHERS TO
HEATHROW. AS AT MAY 31, 2004, BA SERVED 12 LONGHAUL DESTINATIONS
FROM GATWICK, COMPARED TO A PEAK OF 48 DESTINATIONS SERVED IN
1999. BA'S MOST IMPORTANT OVERSEAS BASE IS AT NEW YORK'S JOHN F.
KENNEDY INTERNATIONAL AIRPORT (JFK), WHERE IT LEASES ITS
TERMINAL BUILDING. AT OTHER OVERSEAS AIRPORTS, BA GENERALLY
OBTAINS PREMISES AS REQUIRED ON A SHORT-TERM BASIS FROM THE
RELEVANT AUTHORITIES.

BA ITSELF PROVIDES MOST OF THE OPERATIONAL SERVICES IN THE

UNITED KINGDOM, IT REQUIRES FOR THE HANDLING OF PASSENGERS AND
CARGO. AT OVERSEAS AIRPORTS, BA SUBCONTRACTS THE PROVISION OF
THE MAJORITY OF ITS GROUND HANDLING REQUIREMENTS. RUNWAY,
RAMP AND TERMINAL FACILITIES ARE PROVIDED BY AIRPORT
OPERATORS THAT CHARGE AIRLINES FOR THE USE OF THESE FACILITIES,
PRINCIPALLY THROUGH LANDING, PARKING AND PASSENGER CHARGES.
NAVIGATION SERVICES ARE PROVIDED TO AIRCRAFT BY COUNTRIES
THROUGH WHOSE AIRSPACE THEY FLY OR BY INTERNATIONAL BODIES,
SUCH AS EURO-CONTROL. NAVIGATION CHARGES ARE GENERALLY
BASED ON DISTANCE FLOWN AND WEIGHT OF AIRCRAFT.

CAROG:

BA'S CARGO BUSINESS IS OPERATED AS A CONTRIBUTION CENTRE. THE

MAJORITY OF ITS CARGO IS CARRIED IN THE HOLDS OF PASSENGER
AIRCRAFT, THE BALANCE ON LEASED OR PART-CHARTERED FREIGHTER
AIRCRAFT WHERE MARKET CONDITIONS ALLOW THEIR DEPLOYMENT. IN
EUROPE, THE COMPANY UTILIZES TRUCKS TO FEED CARGO FROM
CONTINENTAL EUROPE TO BA'S HEATHROW AND GATWICK-BASED
INTERCONTINENTAL SERVICES. CONCORDE WAS RETIRED FROM SERVICE
IN OCTOBER 2003.

BRITISH AIRWAYS CITI EXPRESS, THE WHOLLY OWNED REGIONAL

AIRLINE SUBSIDIARY, OPERATES REGIONAL DOMESTIC AND EUROPEAN
SERVICES FROM 13 AIRPORTS ACROSS THE BRITISH ISLES. THE airline carries
approximately 4. 1 million passengers a year on 64 routes with a fleet of 59 aircrafts.
In March 31, 2004, the Group had a total of six franchise partners providing feeder traffic
onto the BA network of services: Loganair, GB Airways, British Mediterranean Airways,
Sun Air of Scandinavia, Comair of South Africa and Regional Air of Kenya. During
fiscal 2004, Maersk Air UK ceased to be a BA franchise. These six carriers carried
approximately 3.86 million passengers during fiscal 2004, to 84 destinations (66
destinations in addition to the mainline network) in the United Kingdom, continental
Europe, the Middle East and Africa, using BA flight numbers. In addition to providing
connecting passengers to BA's mainline services, the franchisees pay a franchise fee and
pay for any services provided to them by British Airways.

WORKFORCE:

BRITISH AIRWAYS HAS EMPLOYEES FROM DIFFERENT COUNTRIES.THESE

EMPLOYEES HAVE DIFFERENT CULTURES AS WELL,BECAUSE IN 1960’S and
1970’S LOTS OF PEOPLES CAME FROM PAKISTAN AND DIFERENT PARTS OF
THE WORLD LIKE INDIA,SRILANKA,BANGLADESH,NEPAL,SINGAPORE AND
JAMICA ETC BECAUSE AT THAT TIME BRITISH GOVERNMENT NEED
WORKFORCE. U.K IS FAMOUS OR WELL KNOWN FOR IT’S QUALITY
EDUCATION, TOURISM AND SPORTS SO WHEN WE TALK ABOUT
EDUCATION MILLION OF STUDENTS COME HERE FOR EDUCATION FROM
ALL OVER TNE WORLD SO THEY TRAVEL IN BRITISH AIRWAYS,SIMILARLY
THOUSANDS OF TOURISTS COME TO U.K FROM ALL OVER THE WORLD
AND MAJORITY OF THEM TRAVEL IN BRITISH AIR WAYS.AND AS FAR IS
SPORTS IS CONCERED ENGLISH PREMIUM LEAGUE TAKE PLACE IN U.K SO
THOUSANDS OF SPECATORS COME HERE TO SEE THEIR STARS AGAIN
THEY LOVE TO TRAVEL IN BRITISH AIRWAYS . IN A NUTSHELL IT’S
CLEARLY INDICATES THAT BRITISH AIRWAYS HAS CULTURALLY DIVERSE
CUSTOMERS.

CUTOMER SERVICE OF BRITISH AIRWAYS:

WHENEVER WE TRAVELL THROUGH BRITISH AIRWAYS WE SAW THE

PEOPLES WITH DIFFERENT NATIONS WITH WEARING THE BLUE UNIFORM
THAT IS A SIGN OF BRITISH AIRWAYS AND WE SAW THAT THEY ARE
CULTURELY DIVERSE PEOPLES,DIFERENT NATIONALITIES ARE WORKING
UNDER THE SIGN OF BRITISH AIRWAYS,THEY MOSTLY HAVE DIFFERENT
NATIONS,DIFFERENT CULTURES AND DIFFEREN BACKGROUNDS.

BOTH THE WORK FORCE AND COUSTOMERS.

BRITISH AIRWAYS IS ONE OF THE FEW ORANGINASTION’S IN THE WORLD

WHICH NOT ONLY WORKFORCE IS CULTURALLY DIVERESE BUT ALSO
CUSTOMERS.SO BRITISH AIRWAYS HAS TO PAY SPECIAL ATTENTION
TOWARDS HIS CUOSTEMERS AS WELL AS WORKFORCE.SO FOR THIS
PURPOSE THE ROLE OF MANAGER IS SO CRUCIAL THAT HOW TO
ENTERTIAN THEIR DIVERSE COUSTOMER’S AND ALSO HOW TO MOTIVATE
THEIR EMPLOYEES.
AS WE MENTION EARLIER THAT BRITISH AIRWAYS IS CULTURALLY
DIVERES ORGANISATION.SO IN THIS REGARD MANAGER,S IT IS
IMPORTANT FOR MANAGER’S THAT HE SHOULD MOTIVATE HIS
EMPLOYEES THAT THEY PUT THEIR WHOLE EFFORTS TO COMPLETE THEIR
TASK OR WORK OR PERFORM THEIR DUTIES OR TASK ACTIVELY.
MANAGER SHOULD APPLY TALYOR’S PRINCIPLES TO ACHIEVE THE
MAXIMUM PROSPERITY FOR ORGANISATION.

1-THERE SHOULD BE CONSTANT AND INTIMATE CO-OPERATION

BETWEEN MANAGEMENT AND STAFF

2-MENTAL REVOLUATION. STAFF SHOULD BE ENCOURAGED TO

FULLFIL THEIR POTENTIAL.

3-SCIENTIFIC METHODS SHOULD BE USED IN THE RECURITMENT

AND SELECTION OF STAFF WHO SHOULD BE DEVELOPED TO
ENSURE THEY ARE CAPABLE OF MEETING OUTPUT AND QUALITY
TARGETS

TAYLOR ALSO DESCRIBED OR EXPLAINED THAT HOW

MANAGEMENT COULD IMPROVE IF STAFF ARE SPECIALISED AND
 EQUIPPED WITH KNOWLEDGE AND SKILLS REQUIRED TO PERFORM
THEIR JOB. MANAGER SHOULD BREAK THE EMLOYEES FUNCTION
INTO DIFFERENT SEGEMENTS SPECIALLY WHEN YOU HAVE
ORGANISATIONS LIKE BRITISH AIRWAYS SO THAT EACH
EMPLOYEE CAN PERFORM HIS/HER DUTY PROPERLY, BUT TAYLOR
VIEW RESULTS IN OVER STAFFING IN SOME ORGANISATIONS AS A
RELATIVELY LARGE NUMBER OF MIDDLE MANAGER”S
CONTROLLED THE OTHER WORKERS . TAYLOR ALSO SUGGEST
THATIF ORGANISATION MOTIVATE THEIR EMPLOYEES SO
ORGANISATION SHOULD PAY HANDSOME REMUNERATION IF
POSSIBLE:

MANAGER’S IN BRITISH AIRWAYS ALSO USE MASLOW’S

HIERARCHY OF NEEDS TO MOTIVATE HIS EMPLOYEE .

1. THE NEED FOR FREED OF INQUIRY AND EXPRESSION FOR SOCIAL

CONDITIONS PERMITTING FREE SPEECH AND ENCOURAGING
JUSTICE FAIRNESS AND HONESTY.

2. THE NEED FOR KNOWLEDGE AND UNDERSTANDING TO GAIN AND

ORDER KNOWLEDGE OF THE ENVIORNMENT TO EXPLORE’,LEARN
EXPERIMENT. THESE ARE ESSENTIAL PRE-REQUISITIES FOR THE
SATISFICATION OF THE REMAINDER.

MANAGER CAN ALSO APPLY MASLOW FIVE

HIERARCHY OF NEEDS TO MOTIVATE EMPLOYEES IN HIS
ORGANISATION OR DEPARTMENT WHICH IS DESCRIBED BELOW.

TO MOTIVATE EMPLOYEES MANAGER ALSO USED ADAM”S EQUITY

THEORY WHICH IS VERY IMPORTANT WHEN YOU ARE A MANAGERN OF
ORGANISATION LIKE BRITISH AIRWAYS WHICH IS CULTURALLY DIVERSE.
EQUITY THEORY DEALS WITH ISSUE OF FAIRNESS.

MANAGER SHOULD APPLY THE MAIN POINTS OF EQUITY THEORY IN HIS

ORGANISATION WHICH ARE AS FOLLOWS.
1. PEOPLECOMPARE WHAT THEY RECEIVE WITH WHAT OTHER.S
RECEIVE FOR A PERCEIVED LEVEL OF EFFORTS.

2. INEQUITY EXISTS IF ANOTHER PERSIN GETS MORWE FOR A GIVEN

LEVEL OF INPUT.

3. PEPLE GET MORE UPSET THE MORE INEQUITY THERE IS.

 SIMILARLY IN LEADERSHIP MANAGER SHOULD BE HUMBLE AND
SOFT SPEAKER AND DURING MEETING HE SHOULD TAKE
SUGGESTION FROM EVERY EMPLOYEE SO IN THIS WAY EMPLOYEE
FEEL THEY ARE PART OF DECISION MAKING AND THEY WORK WITH
FULL DEVOATION AS WELL FOR ORGANISATION.

STRIKES IN BRITISH AIRWAYS:

BA strike blame 'lies with those at the top'

A member of British Airways' cabin crew,
who has worked for the airline for more than
30 years, explains the reasons for the
walkouts at the airline.
BA's cabin crew are professional, caring towards
their customers and proud to work for the national
airline.
Our customers like to be served by competent, Cabin crew say cuts can be made in
professional people who would deal swiftly and other areas of the business

effectively with any emergency situation.

Cabin crew are trained fire-fighters, first-aiders who can administer certain drugs,
have a knowledge of aircraft systems, deal with disputes onboard and can put
handcuffs on disruptive passengers.
BA want a new fleet of cheaper staff. If existing staff want promotion, they will have
to join the new fleet which earns only a flat rate of £2.60 per hour flying pay, with
no meal allowances, overtime or long-range payments paid.
This will lead to a higher turnover of staff and less experience on board. New crew
will operate the long-range trips, which will cost existing crew their jobs.
Long history
Currently, basic pay is £12,000. It dropped from
We have families, mortgages
£17,000 in 1997 when BA introduced new pay
and bills to pay - we cannot afford
scales for new crew.
to lose £7,000 a year
To this basic sum can be added allowances for
food whilst away overseas, overtime and extra
BA cabin crew member
payments for working 6.5 hours.
The level of allowance varies from £60 for a 3-day trip to India, to £800 for a 4-day
trip to Japan - the difference being the cost of eating there and the longer-duty day.
The average total pay for BA main crew including allowances is similar to Virgin,
about £22,000 (£12,000 to £14,000 basic plus £6,000 to £8,000 in allowances).
Very few staff at the top reach £50,000 peak quoted by BA to the press.
Virgin has a high turnover of staff which keeps its staff costs low and it has been
operating for only 20 years, whereas BA is 60 years old.
Senior staff in BA will have served twice the length of Virgin's most senior staff,
which explains why BA staff are more expensive on average.
'Wrong path'
BA is now run by accountants. It has been cutting back on the costs of food and
amenities onboard. So a first-class passenger who
Cabin crew face no pay cut or
has paid £3,000 for their seat is refused a steak
reduction in terms and conditions
because only six are loaded for 14 customers.
and remain the best-rewarded in
Sometimes, a first-class customer may only get
the UK airline industry
their third-choice main meal. They advertise fine
wines in first-class, but sometimes there is only
BA
one bottle of claret provided for 14 passengers.
Many times there are shortages of amenities such as wash bags, plates, cutlery and
duvets which is just not good enough for the money the customer pays. Crew report
these shortages but nothing is done to resolve the issue.
BA has the highest number of back-office staff per aircraft than any UK airline,
according to Civil Aviation Authority figures. This is where cuts can be made.
Crew are frustrated and angry that they cannot give the service passengers expect.
We are forever apologising instead of giving the good service they are used to. We
can see that the management is taking the airline down the wrong path, but are
powerless to influence them.
[BA chief executive] Willie Walsh and the board can only see pound signs before
them, not the people behind the money who pay the fare.
Financial losses
Taking strike action is against the ethics of cabin crew. But we have families,
mortgages and bills to pay - we cannot afford to lose £7,000 a year.
We don't want to disrupt the travel plans of our customers, but Willie Walsh won't
listen and so industrial action is our only remaining weapon. We apologise to our
customers, but the blame lies with those at the top.
We know there is a recession, but Mr Walsh has thrown away the company's money
on price-fixing and cargo cartel fines, and on setting up the Open Skies business
airline in a recession.
He needs to be held to account and not expect crew and customers to repay the
money he has lost the company.

A spokesperson for BA gave the following response:

"BA's cabin crew are rightly renowned for their professionalism and skills. However,
the airline is facing two years of record financial losses.
"Unlike other businesses, we have avoided compulsory redundancies and made
changes designed to secure a long-term future for our company and our staff.
"Cabin crew face no pay cut or reduction in terms and conditions and remain the
best-rewarded in the UK airline industry."