Culture Change at Birmingham Airport
Geoff Brunt
Introduction
Most organisations are either publicly or privately owned, both of which have advantages and disadvantages. Lately some public and private organisations have gone into partnership. With any new partnership, there is going to be a need for culture shift in the merged organisation, and this may be more pronounced with the differing approaches of the private and public sectors.
This paper looks at culture change in relation to Birmingham Airport (UK) which is a public-private partnership. In 2008 the Board decided there had to be culture change to take full advantage of future opportunities. Culture theory is wide-ranging, and this paper focuses on the work of Cameron & Quinn, (Clan, Adhocracy, Market, and Hierarchy Cultures)
The author has also written a longer paper on this topic as part of his submission for MBA.
To View Full Article, Please Login
Contemporary Case Studies
Conferences
Management Tips
articles of interest
Websites of Interest
Book Reviews
Editor's Message
Home|Editorial Board|Author Guidlines|Authors|Subscription|Privacy Policy
Copyright 2010 All Rights Reserved.
International Professional Managers Association
5 Starnes Court, Union Street, Maidstone, Kent ME14 1EB. England. UK