Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Concept of employee engagement
Concept of employee engagement
Concept of employee engagement
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Introduction
a. State what actually occurred in the case study of Alaska Airlines regarding Kotter’s steps 5 and 6 of empowering employees for broad-based action and generating short-term wins.
After recognizing for their long-term survival, Alaska Airlines implemented two modifications, appointed a vice-president of operations of their Seattle hub, Ben Minicucci, and created a structure where each employee reported to their manager and Minicucci to support his initiatives (Avolio, Patterson, & Baker, 2015). This structure utilized Kotter’s fifth step of empowering others to act. At the same time, Alaska Airlines did an excellent job focusing on creating a short-term win, which is part of Kotter’s sixth step. For instance, three examples stand out: improving the relationships with the various unions, implementing performance metrics to enhance performance, and saving resources through the lean process (Avolio, Patterson, & Baker, 2015). In fact, these steps shifted the airlines paradigm from a struggling carrier to one that is
…show more content…
One of the vital achievements is it silences the skeptics and detractors. A recent study revealed companies that experience significant short-term wins by fourteen and twenty-six months after the change initiative begins are much more likely to complete the transformation (8-Step Process for Leading Change, n.d.). It can boost the morale of those implementing the change because modifications come with an inordinate degree of risk. Additionally, it validates the scarifies of those in command of leading the efforts. These triumphs reward the early adopts who sacrificed and received ridicule for their support during the change. The wins serve the practical purpose of helping to fine-tune the vision and the strategies. Finally, short-term wins have a way of building momentum that turns neutral people into supporters, and reluctant supporters into active
The following value chain, which focuses on Spirit Airlines, is representative of most of the firms in the Ultra Low-Cost Airline industry. Spirit is the industry leader in many areas such as operational efficiencies/cost structure, aircraft fleet management, brand/network and growth. The firm, however, trails industry foes in areas such as customer service and operational reliability and recoverability. While most in this segment pursue the cost-leader competitive strategy, Spirit has demonstrated the most effective model to date – whether the model is the most sustainable remains to be seen.
The objective of this research report is to provide a thorough analysis of Alaska Airlines. In order to do this we chose to compare a similar company against them. The company in comparison is Spirit Airlines. Both companies compete in the same type of business through airline transportation. Many of their services include; security, safety, transportation of passengers as well as luggage, ensuring vehicle safety while in transit, concierge services, providing entertainment aboard plane, checking weather conditions prior to flight, and much more. All of the data gathered for this report was obtained from the company’s 10-k filings with the SEC.
In 1990, Brenda Koss shot her husband, Michael, while he slept and killed him consequently. Brenda Koss and a number of other witnesses testified about Michael’s ongoing abusive behaviors toward her. The Ohio Supreme Court recognized BWS as a defense in a criminal case. The Koss case is an example of how the law and perception on BWS evolved. In 1981, the state high court had refused to allow the admission of any evidence on BWS, believing that it had not yet been scientifically validated to sufficient extent. However in State v. Koss case, the court found that the professional literature and psychiatric understanding of BWS had very much improved; therefore, the court reversed itself and held that expert testimony on BWS could be admitted in a trial. The Court held that evidence of BWS was admissible through an expert testimony to help prove an element of self-defense —that is, Brenda Koss had a bona fide belief that she was in imminent danger of death or great bodily harm and that her only means of escape was the use of force (Bettman, 2011). This case illustrates how the court changed its opinion and perception on BWS as the public started to understand more about BWS and battered women. Unlike State v. Stewart (1988), BWS was positively used to support battered women’s acts of self-defense. Shortly after the Koss case was decided, the legislature passed a law recognizing and validating BWS; it permits the use of expert testimony in support of the defense.
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.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
It is important that if you are ever running a business, you change before the change comes to you. Change can have either a positive or negative effect on a business and it is extremely important to strive to make it a positive
It is with pleasure that I am writing this letter of recommendation for Eli Krout. I have known Eli since he was 10 years old when I first coached his older step-brother in soccer.
...ons need to keep adapting to ever changing situations. Successful change in a sense is measured by longevity. Flexible leaders realize the need for change and innovation within a company. Great leaders are those that recognize the need for change. They tend to learn more from their success than they do from there failure. Companies like Wal-Mart, Nike, and 3M have all made major innovations over the years that allowed each of them to have continuing success. Companies like Kodak and Blockbuster that claimed victory to soon fail to innovate which lead to their failure. How much of this is determined by the leadership? I think the leader is the proponent of transformational change within an organization. I do not think NEWC declared victory too soon. They had withstood the test of time, but what they did not do was adapt and continue to change.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
Gittell, J. H. (2003). The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance. New York: McGraw-Hill.
Kotter, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
Kotter, J. P. (2007). ‘Leading change: Why transformation efforts fail’. Harvard Business Review, January: 96-103.
...llenging to the organization is undeniable thus the organizations really have to come out with competitive transformation strategies so that they are strong enough to compete with their business competitors (Tonono, 2008).
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used