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Essay Available:
Pages:
10 pages/≈2750 words
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Level:
Harvard
Subject:
Management
Type:
Essay
Language:
English (U.S.)
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Topic:

Heathrow Terminal Case Study On Nature Of Problem And Solutions (Essay Sample)

Instructions:

This is an essay from our People course, this course is similar to human resource, the essay should be between 2800 and 2900 words. You need to give this article a title based on what you wrote. This assignment is to solve the Heathrow Airport case, you need to write according to assessment requirement. I copied a little introduction, please read the file I uploaded for the specific content:
• Application of organisational behaviour theories to a real world case
• Heathrow Terminal 5 – case available in SL
• Analyse the case by drawing on relevant research and theories from the following pairs of
lectures which, respectively, refer to what has gone wrong and how OB can help: culture and
motivation/rewards, OR, stress/well-being and job design, OR psychological contracts and
justice. Drawing on your chosen pairs of lectures:
• Identify the nature of the problem and its causes;
• Suggest ways of solving the problem(s) you have identified, referring to specific steps that
could be taken;
• What barriers or challenges do you foresee to the implementation of your
recommendations and how might these be overcome?
I uploaded many documents and slides, you have to read all of them carefully.
Please write this article seriously, because its score is very important to me. If you have any question, please do not hesitate to contact me in time. Thanks a lot!

source..
Content:


HEATHROW TERMINAL CASE STUDY ON NATURE OF PROBLEM AND SOLUTIONS
by (Name)
The Name of the Class (Course)
Professor (Tutor)
The Name of the School (University)
The City and State where it is located
The Date
HEATHROW TERMINAL CASE STUDY ON NATURE OF PROBLEM AND SOLUTIONS
Introduction
This paper will explore the case of Heathrow Terminal 5 to explore the concept of teamwork in an organization. It will demonstrate how stress, well-being, job design, and teamwork often impair performance, thereby exacerbating challenges that impede organizational goals, mission, and core purpose. The Heathrow Terminal 5 phenomenon raises grave concerns regarding the concept of organizational management. The failures in Heathrow Terminal 5 unravel complex issues dealing with human resources, motivation, job designs, psychological contracts, justice, and teamwork in work environmental and organizational processes. Many organizational approaches focus on strategic innovation processes while executing various projects and programs. A spectrum of dynamic capabilities is necessary to deliver large, complex, and risky projects revolving around multiple parties in the context of stress, well-being, job design, and teamwork.
The Heathrow Airport Terminal 5 by the British Airports Authority (BAA) demonstrates dynamic capabilities, including BAA’s “T5 Agreement,” strategic behaviors, and collaborative processes (Davies, Dodgson, and Gann, 2016. Pp.26-32). These capabilities are nurtured via a three‐phase process involving learning, codifying, and mobilizing to support intricate programs' strategic management involving various teams and stakeholders. Heathrow Airport Terminal 5 illustrates the importance of successfully managing complex projects while keeping the fragility of dynamic capabilities in check.
Nature of the Problem and Causes
Heathrow Terminal 5project problem is quite complicated.  From the general purview, organizational challenges emanate from the poor reconfiguration of project capabilities, poor adaptation to project capabilities, and improper maintenance of project capabilities in light of teamwork and organization challenges (Zerjav, Edkins and Davies, 2018, pp. 444-459). The Heathrow Terminal 5 was a joint project between British Airways (BA) and the British Airport Authority (BAA), with an estimated cost of approximately 4.3 billion pounds (Davies, Dodgson. and Gann, 2016. Pp.26-32). The terminal's actual development commenced in September 2002 and took about six years before its opening. The project involved multiple contractors, projects, and sub-projects marked by adopting the “Lean” model for time management and service delivery. The costs were allocated to technology and information systems with the fundamental goal of redefining the passenger experience at Heathrow and setting high standards in terminal design and customer satisfaction. The outcome has unsatisfactory due to an intricate interplay of many factors, including job designs, stress, and employee well-being. For instance, employees in Heathrow Terminal 5 project were poorly traine...

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