Use Figure 2.3 to analyze the extent to which Boeing is using a systems viewpoint. -In Figure 2.3 consists of the inputs, transformational process, outputs and feedback. Boeing, consistently checks on its suppliers which are the inputs to the production, the transformational process would be where Boeing use the inputs from the suppliers and make them into outputs. Output and feedback would be what has happened in late 1990's that cause the factory to have to shut down some of its assembly line due to quality issues. How are the managerial practices being used at Boeing consistent both with a contingency and quality management viewpoint?
Case Analysis Report (CAR): “JetBlue and WestJet: A Tale of Two IS Projects” Case Overview This case shows how two airline companies in 2009 upgraded their airline reservation systems. WestJet implemented the system upgrade first. However, it got something awry as a result the brand was tarnished. On the other hand, JetBlue based on the implementation of WestJet, it can avoid many of the pitfalls that WestJet endured. Below, we first outline the organizational/management context involved, then identify the major problems and systems found in the case.
Much of the credit for fun in the workplace is credited to Herb Kelleher, co founder and CEO, for his creative ideas and warm personality. Southwest Airlines CEO hugs and kisses his employees telling them how much he loves and values their work. Employees like to know that they are noticed for what they do in the workplace. Herb Kelleher’s motto in the workplace is “If you feel real good about coming to work, if you feel real good about what you are doing, if you feel you are doing something for a meaningful cause and you are having fun while you are doing it, then you look forward to coming to work, you do not succumb to stress as easily and you cooperate with other people more quickly and more easily.” This is a great motto to follow because it has been proving to work. I believe that employees want to be able to go to work and be themselves and not act the way the “company wants them to” this makes employees “uptight” and in returns makes more mistakes in the workplace.
UNIVERSITY OF Alaska Airlines Passenger Boarding Process Review A Paper Submitted in Partial Fulfillment of the Requirements for BUS 675 Management of Business Operations XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX College of Business and Public Management Department of Organizational Management and Leadership August Table of Contents Project Overview 3 Process Description Narrative 3 Conclusions/Recommendations 4 References 11 Attachments 12 1. Project Overview This report describes the boarding process of Alaska Airlines. Most specifically, this business process analysis will examine the process flow of passengers of Alaska Airlines from the time the passengers step onto the airport sidewalk to the time all passengers are seated on the plane. The main objective of this operational analysis is to closely examine the flow of the boarding process of Alaska Airlines and then to identify any possible process gaps, weaknesses and non-value-added activities. To help achieve such tasks, there are several pertinent process analysis tools that will be used to locate potential weaknesses in the operational process.
In 2014 the integration of Air-Tran will be completed. Southwest’s People Management Strategy The basic strategy Southwest Airlines employs regarding people management is employees first, customers second. "We offer Employees the same concern, respect, and caring attitude within the organization that they are expected to share externally with every customer." (Hoffer, 2005) At first glance, this strategy sounds absurd. On the contrary, this outside of the box strategy has worked since the company began serving customers.
I have to work on it, but the legacy I want to leave is to find your own self-happiness so you may share that with others. Always look forward and up as you find spread this kindness, just because there is only positive outcome. I want people to remember me as someone that always seemed uplifting at the most memorable of times (all the time). Always smiling and trying to make a laugh or two. The only thing I really want to people to remember something positive about me.
Statement of Facts Since Southwest Airlines was created its mission has been to have a low cost no frills airline that attracts repeat customers because of the lower costs and the quality employees that work there. Southwest believes that its employees help differentiate its airline with other airlines that are similar. The only look to hire the best employees for each particular job they have. They look for energetic applicants with attitude that can be trained the skills needed for the job. Max Nisen (2013) states that Southwest’s success comes from its founder and the emphasis that is put on culture and customer satisfaction.
The following are the case details. How Southwest is a values-based firm There are interesting facts that Southwest’s approaches to business are based on fun, trust, community, and family. For example, at Southwest, there is little cross training except only two formal teams: the marketing and reservations department. This means that Southwest promotes mingling the employees for informal networking and helping each other out in spite of their job assignments. “Flight attendants and pilots help clean the aircraft or check passengers in at the gate.
The first effect of healthy pride is that people leave a good impression to other people since they have confidence. Other people believe that those with healthy pride can do their work well and are trustworthy. When citizens see successful people such as a CEO of a company, those citizens can see the good image in those people’s faces as their pride radiates around them. They usually have abundant charisma that draws you to their personality and makes you wait on their every encouraging word. In this respect, citizens who have healthy pride attract many people to them because of this charisma and attitude of success.