JetBlue Airways & Organizational Development: Partners for Change
CASE STUDY: JetBlue Airways & Organizational Development: Partners for Change
Michael Morales
March 30, 2012
Table of Contents
Abstract ………………………………………………………………………………...3
Introduction …………………………………………………………………………….4
Stage 1 - Entering and Contracting …………………………………………………….5
Stage 2 - Diagnosis ……………………………………………………………….........6
Stage 3 - Planning and Implementing ………………………………………………….9
Stage 4 - Evaluating and Institutionalizing …………………………………………....10
Conclusion ……………………………………………………………………….........12
Exhibit A - Project Overview …………………………………………………..……...13
Exhibit B - Denison Leadership Development Survey …………………………..........14
Exhibit C - Changes over Time …………………………………………….…………..15
Exhibit D - JetBlue Airways & Organizational Development: Partners for Change…..16
Bibliography ……………………………………………………………………………22
Abstract
This is a case of an effective partnership of Jet Blue Airways and Organizational Development. In the airline business with an unpredictable environment, Jet blue forged a partnership with the Organizational Development (OD) team and JetBlue University (the airlines centralized learning group). From this berthed the Systems Operations Center (SOC) which is the heart of the airline – the epicenter where effective decision making, communication, teamwork, and leadership are critical to ensure crewmembers are able to meet and exceed customer needs (Dennnison, 2007). This case study covers the four general models of planned change which are entering and contracting; diagnosis; planning and implementing; and evaluating and institutionalizing change (Cummings & Worley, 2009). All interventions applied were carefully developed as they interpret the diagnosis of the operations of JetBlue. And as it progress you will see that the key element on making this a successful and effective OD is the involvement of all the employees and their buy in from the top down management. As you will see that not only that they
Michael Morales
March 30, 2012
Table of Contents
Abstract ………………………………………………………………………………...3
Introduction …………………………………………………………………………….4
Stage 1 - Entering and Contracting …………………………………………………….5
Stage 2 - Diagnosis ……………………………………………………………….........6
Stage 3 - Planning and Implementing ………………………………………………….9
Stage 4 - Evaluating and Institutionalizing …………………………………………....10
Conclusion ……………………………………………………………………….........12
Exhibit A - Project Overview …………………………………………………..……...13
Exhibit B - Denison Leadership Development Survey …………………………..........14
Exhibit C - Changes over Time …………………………………………….…………..15
Exhibit D - JetBlue Airways & Organizational Development: Partners for Change…..16
Bibliography ……………………………………………………………………………22
Abstract
This is a case of an effective partnership of Jet Blue Airways and Organizational Development. In the airline business with an unpredictable environment, Jet blue forged a partnership with the Organizational Development (OD) team and JetBlue University (the airlines centralized learning group). From this berthed the Systems Operations Center (SOC) which is the heart of the airline – the epicenter where effective decision making, communication, teamwork, and leadership are critical to ensure crewmembers are able to meet and exceed customer needs (Dennnison, 2007). This case study covers the four general models of planned change which are entering and contracting; diagnosis; planning and implementing; and evaluating and institutionalizing change (Cummings & Worley, 2009). All interventions applied were carefully developed as they interpret the diagnosis of the operations of JetBlue. And as it progress you will see that the key element on making this a successful and effective OD is the involvement of all the employees and their buy in from the top down management. As you will see that not only that they
Bibliography: Cummings, G., Worley C.G., (2009). Organizational Development and Change. Ohio: South-Western Cengage Learning. Dennison consulting, (2007, Jun). JetBlue Airways & Organizational Development: Partners for Change. Retrieved from http://www.denisonconsulting.com/Libraries/Resources/CS-2007-JetBlue-System-Operations.sflb.ashx JetBlue Airways, (2011, June). JetBlue Awarded Seventh Consecutive Customer Satisfaction J.D. Power and Associates Honor. Retrieved from http://blog.jetblue.com/index.php/2011/06/08/jetblue-awarded-seventh-consecutive-customer-satisfaction-j-d-power-and-associates-honor/ Mitchell, R.C., (2006, July). Model of the Organization Development Process. Retrieved from http://www.csun.edu/~hfmgt001/odmodel.htm Kabra, R., (2006, September). Virgin Atlantic - Gap Analysis. Retrieved from http://www.managementparadise.com/forums/public-relations-management/6928-virgin-atlantic-gap-analysis.html Lunenberg, F. C., (2010, November). Organizational Development: Implementing Planned Change. Retrieved from http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C.%20Organizational%20Development%20Implementing%20Planned%20Change%20IJMBA,%20V13%20N1%202010.pdf