Singapore Airlines Case Study

1939 Words8 Pages
Singapore Airlines Case Study Cynthia D. Sanchez Grand Canyon University: LDR 615 October 14, 2014 Singapore Airlines Case Study Change in any organization is difficult, but there are organizations that seem to embrace change with ease. What qualities do these organizations possess that assists them through these transitions? With so many organizations undergoing change, whether it’s restructuring or a strategic change in vision, it is critical for an organization to understand what characteristics are critical for successful transitions or change. The purpose of this paper is to provide an analysis of the Singapore Airlines (SIA) Case Study as it relates to leadership and employee behaviors and relationships that influence organizational effectiveness and change. Singapore Airlines Workforce Management Program Singapore Airlines, as a service industry, valued the quality of service they provided for their customers and felt that their superior level of inflight customer service set them apart from other airlines. The SIA executives were known to comment that the SIA cabin crews were vital to their inflight service, so they set high standards for selection of cabin crew and evaluation of their performance. They felt that the attention to detail a passenger received inflight was a reflection of the overall service of the airline (Hart & Lytle, 1989). Their primary focus regarding candidate selection was on the candidates overall attitude toward work followed by “appearance and posture, language skills, grace and poise, and previous work experience” (p. 5). Young-Crew Policy SIA’s wanted their cabin crew to be a reflection of their multiracial society drawing from its Indian, Chinese, Eurasian, and Malay cultures and their rich customs related to hospitality and service (Hart & Lytle, 1989). They recruited both men and women, but focused on young
Open Document