Management Question

‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 1
Organization Design and Development (MGT 404)
Due Date: 05/10/2024 @ 23:59
Course Name:
Student’s Name: SEU ELITE
Course Code: MGT404
Student’s ID Number:
Semester: First
CRN:
Academic Year:2024-25-1st
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
Marks Obtained/Out of 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
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The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
1. Describe the basic steps of the organizational development process.
2. Evaluate the strategic role of change in the organization and its impact on
organizational performance.
Assignment Question(s):
Please refer to the case study titled “Planned Change at The San Diego County Regional
Airport Authority” given on Page number 31, Chapter 2 in your textbook and answer the
following questions:
1. Discuss the key success factors that played a major role in accomplishing the task
in your opinion. (3 marks)
2. Discuss the impact of the change on the overall performance of the Airport. (2
marks)
3. Discuss the main challenges faced by the transition team during the planning and
implementation phases. (2 marks)
4. Critically evaluate the change process and if you were the consultant what would
you have done differently? (3 marks)
Note:
•
•
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You must include at least 5 references.
Format your references using APA style.
Answers
Q1.
Some of the essential success factors that made it possible for the transition task
to be accomplished included the fact that the senior team that was tasked from the Old
Aviation Division” by Bowens to an offsite workshop effectively comprehended the
importance and benefits of why it was crucial for SDCRAA to quickly transform into a
stand-alone agency as well as be seen as unique at the marketplace (Islam & Evans,
2020). The workable suggestions that were developed by the group at the workshop such
as the appointment of staff to carry out research, and re-entering of the current or new
strategic plan significantly contributed to the success of the organisational change
process. Besides, the debate and creation of a change plan as well as directing of retreats
with appropriate employees from different organisational levels played a crucial role in
ensuring that the task was effectively accomplished. In addition to that, the ability of
Bowens in chartering the “Airport Transition Team” played a significant role in ensuring
that the task was accomplished. This is because it helped in ensuring that there was both a
smooth as well as seamless transfer of all public services and operations that were carried
out by the airport without any regard to the agency that was tasked with such provisions.
Also, the handpicking of the seven employees that were based in the Aviation Division so
that they became the Airport. Transition Team members played a major role in the
accomplishment of the task (Untether enver get & Bryde, 2019). This is because these
employees were relieved of their responsibilities and thus making it possible for them
specifically focus on the process of transition. The fact that the individuals selected for
this team were required to possess viable qualities such as thinking outside the box and
effective communication with team members significantly contributed to the task
accomplishment.
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Q2.
Based on the case study, it is evident that the changes had a great general or
overall impact on the performance of SDCRAA. This is because the change apart from
helping transfer responsibilities to the airport also helped in ensuring that the major and
essential resources that were helpful in transition process such as communication plans
and human resources were effectively embraced and used. In addition to that, the change
was also essential and created a positive impact on the general performance of airport in
that it helped in enhancing the security of the Airport (Kurniawan et al. 2020). For
instance, the change had a positive impact on the general performance of the airport in
that it helped in the provision and purchase of essential services in the HR plan like for
instance, the Harbor Police which enhanced the security of the workforce. In addition to
that, it is also evident that the change had a significant positive impact on the general
communication of the airport. This is evident in that it is ascertained from the case study
that the communication plan that had been put in place was indeed quite critical and
essential towards the implementation phase. The change improved the communication of
all stakeholders and co-workers in the organization and this was through numerous
communication meetings that were called all hands meetings that were held with an aim
of providing stakeholders with essential information regarding the transition process. In
addition to that, it is also ascertained from the case study that the change process had a
significant impact on the general performance of the airport in that it brought a place
“change-management education sessions” that helped in not only reassuring employees at
the airport but also in encouraging candid, genuine, and even high quality communication
in the airport (Badewi, 2022). This was crucial because it helped in neutralizing of fears
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and anxiety among stakeholders in the airport and thus enhancing the performance of the
airport.
Q3.
There were numerous challenges that the transition team encountered during the
phases of planning and implementation. Some of these challenges included the fact that
since majority of the Metamorphose team had come from different organisational parts
and they had not worked together before; this implied that there was need for them to rely
or depend on each other so that the transition process was designed effectively. It is also
ascertained from the case study that the planning and implementation phases were both
large and daunting and therefore they required immense efforts from the team members
to ensure that it was successful (Galbraith, 2014). Another significant challenge that
faced the transition team was that despite the original legislation namely the California
Senate Bill AB93 of 20001 to 2002 that presented a viable framework for the
establishment of a new agency, lots of questions still remained unanswered and thus
presented some challenges for the team. For instance, some of the issues was questions
related to the property transfer as well as the transition of employees in the organization
from one specific public agency to the other one. Another challenge that the team faced
was addressing issues that were related to issues to do with Federal security regulations
as stipulated in the “Aviation and Transportation Security Act” that emanated from the
attacks of September 11,2001. The team had to ensure that all the regulations were
effectively adhered to in order to avoid numerous disruptions that could occur to
stakeholders involved in the “air transportation industry”. This was indeed a significant
challenge for the team as it had to ensure that its transition plan included components
which emphasized on ensuring that the costs were kept at a minimal (Thayer, Petruzzelli
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& McClurg, 2018). All in all, it was challenging for the team to ensure that all the
regulations were made to make it possible for the airline to weather the storm.
Q4.
Based on the case study, it is evident that there are some aspects that I could have
done differently if I was the consultant. For instance, the major aim of any organization
especially any profit-making organization is to make a profit. Based on the case study, it
is evident that even though the team embraced a wide range of activities in order to make
it a success, there are some of them that I criticize. For instance, I could have minimized
the total number of functional teams that were involved in the implementation of the task
so as to minimize not only the human resources but also the financial resources that the
organization will have to incur in sustaining the big number of teams involved (Amoah &
Marimon, 2021). Based on the case study, it is ascertained that initially, there were a total
of 12 functional teams which were later on expanded to 19. I could have ensured that the
total number of functional teams was reduced to at least 6 teams. To ensure that this was
attained, I could have ensured that I integrate the functions and works of the 12 teams
into a few teams that dealt with similar works. Based on the case study, it is ascertained
that the Human Resources plan for the organisation actually, specified transition of a total
of 145 which were allocated not only 52 vacancies but also other 90 job positions that
had been identified by the “Metamorphous team” in order to make the firm a “whole”
(Amoah & Marimon, 2021). While am in agreement with the team for the creation of job
positions or vacancies to help in the change process, I am not in for the idea of the
creation of the numerous job positions that were established. I would have done this
differently through the identification of the key areas that required new staff before the
creation of the minimal vacancies.
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References
Amoah, A., & Marimon, F. (2021). Project managers as knowledge workers:
competencies for effective project management in developing
countries. Administrative Sciences, 11(4), 131.
Badewi, A. (2022). When frameworks empower their agents: The effect of organizational
project management frameworks on the performance of project managers and
benefits managers in delivering transformation projects
successfully. International Journal of Project Management, 40(2), 132-141.
Chutivongse, N., & Gerdsri, N. (2019). Creating an innovative organization: Analytical
approach to develop a strategic roadmap guiding organizational
development. Journal of Modelling in Management.
Cummings, T., & Worley, C. (2015). Organization development and change. (10th ed.).
Stamford, CT: Cengage Learning. ISBN#: 13 9781133190455 (print), ISBN#: 13
9781285800967
Galbraith, J. (2014). Designing organizations: Strategy, structure, and process at the
business unit and enterprise levels. (3rd ed.). San Francisco, CA: Wiley.
ISBN#: 13 9781118409954 (print), ISBN#: 13 9781118417294
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application 2 1
CHAPTER 2 THE NATURE OF PLANNED CHANGE
PLANNED CHANGE AT THE SAN DIEGO COUNTY
REGIONAL AIRPORT AUTHORITY
T
he San Diego County Regional Airport
Authority (SDCRAA) was created by a
California state law in October 2001; this
gave it the responsibility to establish and
operate airports within San Diego County.
Most importantly, from Thella Bowens’s
perspective, the law required the San Diego Unified Port District (Port of San Diego) to transfer
operation of San Diego’s international airport to
the SDCRAA by January 2003. Bowens was the
current senior director of the Aviation Division
within the Port of San Diego that was responsible for operating the San Diego International Airport. When the law was passed, she was
named Interim Executive Director of the
SDCRAA, and assigned an interim advisory
board to help manage the transition.
Bowens’s tenure with the organization
gave her an important understanding of the
organization’s operations and its history. For
example, the San Diego International Airport
accounted for about $4.3 billion or roughly 4%
of San Diego’s regional economy. Forecasts
called for air travel to more than double to
35 million passengers by 2030, and contribute
up to $8 billion to the regional economy. In addition, Bowens had participated in the Aviation
Division’s strategic planning process in 2001.
She was well positioned to lead this effort.
As she thought about managing the startup of the SDCRAA, two broad but interdependent categories of initial activity emerged:
developing the transition plan and dealing
with the legal and regulatory issues.
DEVELOPING THE TRANSITION PLAN
In April 2002, Bowens took the senior team
from the old Aviation Division to an off-site
workshop to discuss the creation and management of an effective transition process. This
group understood the importance of SDCRAA
quickly becoming a stand-alone agency and the
need to be seen differently in the marketplace.
The group recommended revising the existing
strategic plan, to hire staff to research, discuss,
and create a transition plan, and to conduct
retreats with employees from multiple organizational levels. In response, Bowens chartered
the Airport Transition Team to ensure the
smooth and seamless transfer of operations
and public services provided by the airport
without regard to which agency was responsible for their provision.
In May 2002, seven employees were handpicked from the Aviation Division to become
members of the Airport Transition Team and
relieved of their day-to-day job responsibilities
so they could focus on the transition. The selection criteria included the ability to work within a
process yet think outside of the box, to communicate well with others in a team, and to influence directors and managers without having
formal authority. A one-and-a-half-day kick-off
meeting was held to set expectations, to communicate goals and responsibilities, and to initiate the team. A “war room” was established
for the team to keep records, hold meetings,
and serve as a communication hub. The team
named themselves the “Metamorphs.”
Many Metamorph members came from different parts of the organization and, having never
worked together, needed to rely on each other
to effectively design the transition process.
Senior team member Angela Shafer-Payne,
then director of Airport Business and Administration, worked closely with the Metamorphs and
led formal team-building activities throughout the
year. Through their work together, the Metamorphs discovered how large and daunting the
organizational change was and yet appreciated
the unique, once-in-a-lifetime opportunity to
make an impact. As one member put it, “How
many times in your life can you say that you
helped put together a brand-new organization?”
The Metamorphs decided that to meet their
charter, any transition plan had to be designed
specifically to minimize disruption to customers
and service, minimize airport and nonairport
financial impacts, and properly address and
resolve all legal and regulatory matters. These
31
32
PART 1 OVERVIEW OF ORGANIZATION DEVELOPMENT
criteria guided the creation of 12 functional teams
(which expanded later to 19). Responsibility for the
teams was divided among the transition team members, and each team was composed of employees
from the old Aviation Division and other Port of San
Diego departments. Their mission was to collect
data, establish new or parallel functions for the
SDCRAA, and highlight any issues related to the
start-up of that particular function. Once the teams
were in place, they were given tools to use and
questions that needed to be addressed. Each team
set aside time to review all of the records in each
functional area. For example, the human resources
functional team consisted of Aviation Division
employees, HR professionals from the Port of
San Diego, and Port attorneys; it was charged with
developing the actual transition mechanism, HR
operations, and HR organizational structure. Another
team focused on the environmental issues involved
in the transition. They examined over 100 different
environmental permits held by the Port of San Diego
to understand if SDCRAA needed a similar permit,
needed to be a copermittee with the Port of
San Diego, or if the SDCRAA could stand alone. If
it were a stand-alone situation, then documentation
would be prepared to transfer the permit.
To ensure that no issues fell through the
cracks, three distinct peer reviews were held in
the summer and fall of 2002. The peer review
panels were staffed by professionals within the
aviation industry, people who had experienced a
transition of some type within an organization, or
those who were integral to the start-up of the organization. The first peer review panel examined the
transition plan and offered advice on whether to
add any other critical and/or missing components.
The second peer review panel, consisting of
mostly human resources professionals, examined
the proposed organizational structure. The final
peer review panel focused on the IT systems portion of the transition plan because of technology’s
critical role in the overall success of many of the
internal processes.
DEALING WITH THE LEGAL
AND REGULATORY ISSUES
By January 2002, the SDCRAA was not yet a full
agency and had only one employee, Thella Bowens.
Despite all the work of the Metamorphs and the
functional teams, and sometimes because of it,
Bowens also had to interface with the California legislature. The original legislation (California Senate Bill
AB93 [2001–2002]) provided a framework for setting
up the new agency but left many questions unanswered, including issues relating to property transfer
(SDCRAA would lease land from the Port on a 66-year
lease) and the transitioning of employees from one
public agency to another. To provide clarity and
another layer of understanding, “clean-up” legislation
(SB 1896) was passed in mid-2002. Together with the
original bill, the legislation protected employees to
ensure no loss of jobs or benefits. This gave the Metamorphs additional information and guidance to deal
with employee contract issues. For example, in the
middle of the transition planning process, the Port District had to renegotiate its union contract. The Metamorphs had to work closely with the airport’s external
counsel, the Port of San Diego counsel, and state
senators to ensure a smooth negotiation.
Finally, Bowens and the Metamorphs had to
address changes to federal security regulations outlined in the Aviation and Transportation Security Act
that resulted from the September 11, 2001, attacks.
Those events caused a number of disruptions for
many stakeholders in the air transportation industry.
They required the transition plan to include a component that focused on keeping costs contained to
enable aviation partners, the airlines, the gate gourmets, and tenants, to weather the storm.
IMPLEMENTATION AND EVALUATION
The final transition plan was presented to the
interim board and then to the Board of Port Commissioners for approval in October 2002. The
approved plan was comprised of several components, including an IT conversion plan and the process for formally transferring responsibility to the
SDCRAA, but the key elements were human
resources and communication plans.
The human resources plan specified the transition of 145 budgeted Aviation Division employees to 52 vacancies plus the 90 other positions
identified by the Metamorphs to make the organization whole. The plan called for all of the positions
to be filled by mid-2005. The human resources
plan also provided for the purchase of services,
like the Harbor Police, from the Port of San Diego
until mid-2005.
CHAPTER 2 THE NATURE OF PLANNED CHANGE
The communication plan was critical to the
implementation phase. The Metamorphs regularly
carried information about their progress to coworkers in their respective departments. In addition,
communication meetings with the entire organization, called “all hands meetings,” were held to provide information about the transition. The Airport
Transition Plan contained a special emphasis on
the needs of the employee. Bowens understood
the sociotechnical nature of change and did not
want the human factor to be forgotten in the
midst of all the legal, technical, and other transitions. She included a number of changemanagement education sessions for all employees.
The change-management education sessions were
developed to reassure employees; to encourage
genuine, candid, frequent, high-quality communications; and to neutralize anxiety and fears.
During the sessions, employees were
(1) updated on the progress of the transition;
(2) introduced to change theories, models, and
concepts; and (3) encouraged to share their issues,
fears, anxieties, concerns, and creative ideas.
Employee input was organized into themes, then
documented and communicated to Bowens and
her direct reports. The leadership team was
committed to answering questions and addressing
concerns that emerged from the changemanagement sessions. Airport managers met regularly to select and answer questions for publication
33
in the organization newsletter or live communication
at “all hands meetings.” In addition, the employee
satisfaction survey was updated with questions to
learn about transition concerns.
Thella Bowens was named President and CEO
of the SDCRAA on January 1, 2003. By June 2003,
the SDCRAA had received awards based on superb
customer service and outstanding levels of performance. The SDCRAA, based on all available
metrics, is successfully operating San Diego’s international airport and serving over 15.2 million passengers on 620 daily flights in and out of the airport.
Part of the success is due to the way the transition
plan was developed. Because of the broad participation in its creation, many employees understood the
plan. When issues arose, identifying the personnel
to become part of an ad hoc problem-solving group
already familiar with the topic was easy.
“Ms. Bowens accomplished the extraordinary
job of leading a successful transition of the airport
from the Unified Port of San Diego to the Authority,”
said Joseph W. Craver, Authority (SDCRAA) Chairman. “She is highly regarded and respected for
both her breadth of knowledge of aviation management issues and her visionary leadership.” Thella
Bowens added, “Fortunately, we’ve been supported
by very dedicated professional employees who have
exhibited great resolve and sheer hard work through
the transition process, and continue to do so as we
create a ‘world-class’ organization.”
limited to the defined issues, although additional problems may be uncovered and may
need to be addressed. Similarly, the change process tends to focus on those organizational systems having specific problems, and it generally terminates when the problems
are resolved. Of course, the OD practitioner may contract to help solve additional
problems.
In recent years, OD has been increasingly concerned with fundamental change. As
described in Chapter 1, the greater competitiveness and uncertainty of today’s environment have led a growing number of organizations to alter drastically the way in which
they operate. In such situations, planned change is more complex, extensive, and long
term than when applied to incremental change.30 Because fundamental change involves
most features and levels of the organization, it is typically driven from the top, where
corporate strategy and values are set. OD practitioners help senior executives create a
vision of a desired future organization and energize movement in that direction. They
also help them develop structures for managing the transition from the present to the
‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 1
Organization Design and Development (MGT 404) Due
Date: 05/10/2024 @ 23:59
Course Name:
Student’s Name: MooN771
Course Code: MGT404
Student’s ID Number:
Semester: First
CRN:
Academic Year:2024-25-1st
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
Marks Obtained/Out of 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
1. Describe the basic steps of the organizational development process.
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2. Evaluate the strategic role of change in the organization and its impact on
organizational performance.
Assignment Question(s):
Please refer to the case study titled “Planned Change at The San Diego County Regional
Airport Authority” given on Page number 31, Chapter 2 in your textbook and answer the
following questions:
1. Discuss the key success factors that played a major role in accomplishing the task
in your opinion. (3 marks)
2. Discuss the impact of the change on the overall performance of the Airport. (2
marks)
3. Discuss the main challenges faced by the transition team during the planning and
implementation phases. (2 marks)
4. Critically evaluate the change process and if you were the consultant what would
you have done differently? (3 marks)
Note:
•
•
You must include at least 5 references.
Format your references using APA style.
Answers
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ANS 1 :
Multiple critical factors contributed to the seamless handover of SDCRAA, which stands
for San Diego County Regional Airport Authority. These factors include:
•
Leadership and Vision: Thella Bowens’ decisive leadership and well-defined plan
were major factors in the seamless transition. The challenging task of establishing new
authority was easier for her because of her extensive knowledge of the business and her
ability to think strategically. The team stayed motivated and on track because to
Bowens’ ability to define an ambitious objective for the SDCRAA (Narayan Pant,
2023).
•
Successful Teamwork: Important to the result was the development of the Airport
Transition Team, or the Metamorphosis. This interdisciplinary group made sure that
workers from different departments could talk to one other and work together, which
improved the transfer process overall. It was critical that they were able to work
together, complement one other’s skills, and conquer the challenges that came with the
job move.
•
Thorough Planning and Staff Involvement: Little disruption occurred because of a
well-organized transition plan that was developed with the assistance of several
individuals and specialist teams. We were able to prepare meticulously and react rapidly
to new challenges because to holidays, meetings, and peer evaluations. Through change
management sessions, we were able to address employee concerns, reduce resistance,
and foster a supportive work atmosphere (Expert, 2024).
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•
Pay Attention to Staff Needs: Recognizing the significance of employee satisfaction,
the transition plan incorporated frequent communication, educational opportunities,
and channels for employees to voice any issues they may have. This attention to the
human aspect of change helps alleviate anxiety and facilitate a more seamless transition
by keeping employees informed and providing them with assistance throughout.
ANS 2 :
The overall efficiency of San Diego International Airport was much improved after its
transfer to the San Diego County Regional Airport Authority (SDCRAA). Among the most
significant outcomes was the maintenance of operational efficiency during the changeover.
Despite the challenges, the SDCRAA maintained uninterrupted customer service while
relocating operations from the Port of San Diego. Awards for outstanding performance and
superb customer service had already been bestowed upon the airport by June 2003, proving
that the transition had been painless and that expectations for service were high.
Maintaining customer trust and reliable operations is crucial, and the smooth transition
ensure that everyday operations continue without any big issues (Melgar et al., 2024).
Both the airport’s expansion and its economic impact were positively impacted by the
adjustment. The SDCRAA’s strategic planning and efficient administration allowed the
airport to easily process additional passengers. The rapid expansion of the airport’s services
to accommodate increasing demand was demonstrated by the handling of more than 15.2
million passengers and 620 flights every day. Predictions that the airport would have a
significantly stronger impact on the economy by 2030 were borne out by this operational
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achievement, which boosted the airport’s performance metrics and had a significant impact
on the local economy (Melgar et al., 2024).
ANS 3 :
The transition team at SDCRAA had a very difficult time with the planning and
delivery processes. One of the major challenges was understanding the intricate
governmental and legal framework. Following the events of September 11, 2001, the group
had challenges related to relocating property, recruiting new personnel, and adhering to
revised federal security regulations. A lot of preparation went into these issues with the
help of legal counsel, state senators, and regulatory agencies to guarantee that the entire
shift was lawful and compliant. Things became much more complicated due to the need
for meticulous planning and strategic renegotiation of union contracts and environmental
permissions (Kujala et al., 2022).
Another major challenge was providing for those who were directly involved in the
transition. Concerns regarding job security and potential changes to benefits were voiced
by several workers who were relocating from the Port of San Diego to the SDCRAA as
part of the project. In preparation for these concerns, the team had to organize meetings to
go over change management and communication strategies. It was critical to keep
employees informed and supported in order to maintain trust and minimize resistance
during the transformation. The group also had the challenge of integrating members from
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other functional teams, including those responsible for human resources, information
technology, and environmental protection. Getting these disparate groups to cooperate and
find their own solutions required strong project management and communication abilities.
Having a well-organized transfer strategy and everyone engaged continuing to support and
contribute is crucial, as the difficulty of these positions made evident (Kujala et al., 2022).
ANS 4 :
Successfully transitioning the San Diego Metropolitan Airport to the San Diego County
Regional Airport Authority (SDCRAA) was facilitated by smart leadership, meticulous
preparation, and clear communication. The approach relied on the excellent leadership of
Thella Bowens, the cohesiveness of the Airport Transition Team (Metamorphs), and the
emphasis on staff participation. A comprehensive analysis of the transition needs was
accomplished with the help of Metamorphs, who contributed a variety of viewpoints.
Meetings with the change management team that addressed staff concerns also contributed
to lowering resistance and maintaining strong morale (Sharma, 2024).
Still, it was possible to enhance the process in a few key areas. A more thorough
strategy for managing risks would have been my recommendation as a consultant. While
everything went smoothly during the changeover, earlier risk assessment and backup plans
would have helped avoid certain unanticipated legal and regulatory hurdles. In order to
prevent potential disruptions from becoming worse, it is important to have a thorough risk
management plan (Sharma, 2024).
If it were up to me, I would have stressed the need of timely IT system installation.
Given the importance of technology in modern operations, it is reasonable to assume that
the SDCRAA’s internal procedures might have been improved and duties could have been
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integrated more smoothly with the help of an expedited installation of IT infrastructure. In
the end, if external stakeholders had been more actively involved, their expectations might
have been better aligned with the new organizational structure, which would have made
the transition easier by reducing external friction and reaching consensus on the changes.
References:
Cummings, T., & Worley, C. (2015). Organization development and change. (10th ed.).
Stamford, CT: Cengage Learning.
Expert, N. (2024, January 25). Facilitating Effective Role Transitions with a
Comprehensive
Plan.
Medium.

Kujala, J., Sachs, S., Leinonen, H., Heikkinen, A., & Laude, D. (2022). Stakeholder
engagement: past, present, and future. Business & Society, 61(5), 1136–1196.

Melgar, S., Torres-Polo, M., & Tobon, S. (2024). Airport Infrastructure Development: A
Comprehensive Impact Review. International Journal of Professional Business
Review, 9(1), e04166.
Narayan Pant. (2023, September 21). Leading Change May Need to Begin with Changing
Yourself. Harvard Business Review.
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Sharma, P. (2024, June 29). How did planned change transform the San Diego County
Regional Airport Authority? OrgEvo.
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