Heathrow Terminal Case Study On Nature Of Problem And Solutions

HEATHROW TERMINAL CASE STUDY ON NATURE OF PROBLEM AND SOLUTIONS
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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 trained, yet training plays a fundamental role in attaining organizational success.
The wave of troubles that ...