... heavy executive team of 25 to 14. after that he presented the four objective with front of the board, building on BA's existing success: first, to sustain BA as 'the world's favorite airlines'; second, to continue to improve customer service in a more demanding environment; third, to extend BA's reach through alliance and marketing agreement; and fourth, to 'improve further our management; to be the best managed company in the UK by the year 2000'. The overall objective of Ayling's approached to reduce the expenditures with in the organization as well as exterior. Ayling claimed BA needed a second revolution. At the beginning Bob Ayling's vision of change and strategies were correct but its implementation to achieve his objectives were not well-liked by employees or people around him this resulted in employees' de-motivation and de-moralization. This paper discovers the phenomena of radical organizational change, its implications and consequences over the company's ...

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