From the article “Flying people not planes”, there are a lot of interesting ways of dealing with the time when changes need to be happen within the organization. The first one that I want to talk about was that in the business like Bombardier, the company needs to learn to focus more on customer expectations, teamwork, and also continuous improvement, these three are all very important in an order for the company to be more successful in the business. The customers would careless about the hardware, instead they would care about the experiences they get from the flight they take, for example; in the article mentioned that customers shouldn’t care much if the video didn’t work for them as long as the plane will take them to their destinations, but that is just not right since it is contrast to the sentence said “flying people not plane” which also mean that the experiences during the fights are the things customers will remember. …show more content…
Beaudoin mentioned that for the company in the business like this it’s a lot to do with long-stuff so we can’t be hurry about it, we can’t cut corners because otherwise we will all have to pay for it later. The culture changes of course will take a longer time to deal with, but once everybody is on board then that is when they are flying smoothly since people inside will be more engaged at the
In chapter 15 from Thomas C. Fosters’ How to Read Literature Like A Professor, flight is discussed to represent multiple forms of freedom and escape, or possible failure and downfall. Throughout J. D. Salingers’ novel, The Catcher and the Rye, Holden often finds himself wondering where the ducks in the Central Park pond have flown off to due to the water freezing over. On the other hand, the ducks are symbolic of Holden are his interest in the ducks an example of Foster’s ideas that flight represents a desire to be free.
In the short stories "Flight", “A Drug Called Tradition”, as well as the novel Flight by Sherman Alexie, there are some ideas that can be seen in all three of the sources. Hiding is a main idea, whether it be from reality, identity or other things. “Flight” is the story of a young kid named John-John, John-John has spared $600 for his future, in spite of the fact that he doesn't know what he wants to do with it yet. His oldest sibling, Joseph, who is a military pilot was caught in war and has not been heard from since. John-John remembers Joseph's inspirational state of mind and delightful singing and moving. He wanders off in a fantasy land about every which way Joseph might get back home. The most awful of these fantasies is the one in which
The novel Flight by Sherman Alexie is a story about a time traveling Indian foster kid who goes to shoot up a bank, but instead he gets transported through time and receives valuable lessons on how to deal with his main issue of abandonment. Every time he leaps into a new body the lessons get progressively difficult. Yet when he jumps into the last body, he must face the person that he blames the most, his father.
We have all heard the phrase, time is money, and for the airline industry this is literally true. Herb Kelleher knew that corporate management needed to be as unobtrusive as possible to allow for the quick turning of planes at the gate. He also realized that an open climate of communication, and decentralized day to day decision making, would motivate employees towards a shared goal of accomplishing this task. Employees viewed themselves as part of the team and by working together they would ultimately produce greater customer satisfaction and loyalty. At Southwest, employees experienced a high degree of work motivation, satisfaction, and performance as defined in McGregor’s theory Y. Employees at SWA were able to perform a variety of skills, and had a degree of au...
The book Flight written by Sherman Alexie is about a 15 year old part Native American
Southwest Airlines has come from an underdog to being one of the best airlines in the industry. This reputation translates from its strategic management of resources. The Co-founder and former CEO, Herb Kelleher, established a unique corporate culture that leads to high customer satisfaction, employees’ morale, and one of the most profitable airlines in the industry (Jackson et al., 2012). The corporate culture concentrates on empowerment the workforce. It shows through Southwest Airlines core values that “happy employees lead to happy customers, which create happy shareholders” (Jackson et al., 2012). Since its first grand opening in 1971, Southwest Airlines has shown steady growth, and now carries more passengers than any other low-cost carrier in the world (Wharton, 2010). To expand the business operations, Southwest Airlines took over AirTran in 2010 as a strategy to gain more market share for the Southeast region and international flights. However, the acquisition of AirTran brought upcoming challenges both internally and externally for Southwest Airlines. In this case analysis, the objectives are focusing on the change process post the merger with AirTran, and evaluating alternatives to address the impacts of the merger.
No matter how a business operates, change is inevitable and affects all businesses. CAMERON SMITH investigates the changes Qantas have had to undergo in order to keep up with their competitors, whilst navigating the challenges of low cost of fares.
As airline industry is a competitive marketplace, the airline companies use new technologies to improve their efficiency and decrease the overhead costs, including ‘advanced aircraft engine technology, IT solutions, and mobile technology’ (Cederholm 2014). The technology changes including technology improvement, new innovation and disruptive technology. The disruptive technology need to meet the characteristics of ‘simplicity, convenience, accessibility and affordability’ (Christensen 1995). The technology changes would bring both opportunities and threats to airline companies. Since Labour cost and fuel costs occupy 50% of most airlines operating cost (Groot 2014). Therefore, if new technologies could be disruptive in the two aspects, there will be important changes to current airline
Planning, an imperative part of any business environment, is a daily focus at Boeing Corporation. The organization faces daily challenges to produce products to fit the consumer wants for air travel, comfort, and efficiency. While Boeing deals with a constant need for innovative ideas, it also deals with the challenges of its main competitor Airbus, who has historically been subsidized by many of the European nations to compete with Boeing for a larger share of the market. Boeing management, through excellent planning, an ethics policy that demands large returns for shareholders, and constant work to comply with ever changing legal demands of the industry has led to the constant success of the company. "It was the jet Boeing didn't build that averted what could have become one of the worst crash landings in the company's 91-year history--and cleared Boeing to conquer the skies again. "
However, poor industrial relations and crisis management imply that there is a greater need to focus on building strong relations with employees, enabling them to internalise the vision of the company. Given intense competition in the industry and continuous changes in regulations from the EU and international regulatory bodies, British Airways needs to introduce cost-effective methods of complying with regulatory standards. The firm should also avoid illegal practices that can harm its corporate image.
David Neelman realized his vision of creating an airlines company that is focused on customer service by starting JetBlue. During the startup phase or entrepreneurial stage, typically most of the companies go through the activities of marketing the service and /or product. But Neelman, perceptive of the industry needs, went about raising enough capital before starting JetBlue, as airlines industry is a capital intensive industry. His entrepreneurial style and previous experience enabled him to identify the core value of the service “To improve the passenger experience at a low cost” that he wanted JetBlue to provide. Neelman wanted to utilize technology to bring better customer experience at a low cost. Some of the technological activities that JetBlue planned include state-of-the-art revenue management system, paperless tickets etc. His in-depth experience enabled him to identify the external factors that would affect the business such as simple check-in and boarding process, hassle free ticketing procedures etc. This emphasized his knowledge of adapting to the ever changing customer needs. Neelman instilled the culture of...
This report also investigates the significant factors driving change in the airline industry, and while it may seem unattractive, JetBlue has the capabilities and resources to continue its growth and profitability.
Boeing moved for right track. They decided to compete with other global brands in terms of public image and goodwill. As Phil Condit, Boeing CEO and chairman, announced at Farnborough air show in 2000, this company goals are focusing on: running healthy core businesses, leverage the company’s strength into both new products and services, and open new frontiers. Achieving these major goals can improve Boeing public image both domestically and internationally. There are other areas of weakness existed within this company such as adaptation to new business and communication methods. Boeing must have more participation in areas of public to prove that it is seeing beyond the traditional boundaries.
Examine the causes of the problem: The problem is that JetBlue focused on expansion during its’ initial success. Profits realized at this time were used to acquire a larger fleet, expand routes, enlarge staff and increase terminal space. Seemingly, the primary focus was rapid growth, with an assumption that it would be rewarded with future profits. When profits began to decline, JetBlue chose to focus on competition making changes that would allow them to compete more directly with larger airlines. JetBlue became vulnerable to its competition when management made the choice to shift focus from customer service to expansion.
Improvements that have been made since 1972 are foremost improvements to the product of "traveling": better in-flight entertainment, an upgrade to ground services, more flight destinations through the "Star Alliance" network and improved seats and space on board. There are however improvements in other areas than product improvements: 2 kinds of loyalty programs have been introduced, premium passengers' preferences are filed and the complaint management has been improved over the years. The differentiation of types of passengers and the expectation that they will fly SIA again, retaining clients through complaint management and loyalty programs all suggest a move into a customer intimacy value strategy. As service and CRM become more and more integrated at SIA, customer intimacy is strategically embedded in the organization.