Organizational management is the
function that coordinates the efforts of people to achieve specified goals and objectives
by deploying available resources efficiently and effectively. Management
aspects include planning, organizing, staffing, directing or leading, and
controlling an organization to meet a given goal(s) or target. Management
focuses on the implementation of policies and strategies which is subject to
discussion with all managerial personnel and staff. Managers must understand
where and how they can implement their policies and strategies and devise the
course of action for each section in an organization. Below is a management
case study.
Singapore Airlines (SIA) was born
when Malaysian-Singapore Airlines Ltd. was split into SIA and Malaysian Airline
Systems in the year 1972. The split enabled SIA to retain all the Boeing jets
previously owned and maintained by the United Malaysian-Singapore Airlines
together with the flight routes. SIA was owned by the government of Singapore,
which took the opportunity to make the airline their public investment. The
airline was then made to run as an independent business entity which was
entitled to pay taxes just like any other company in the Republic of Singapore
and be profitable. Singapore Airlines success in the airline service industry
was much attributed to its quality of in-flight services that emphasizes the
importance of cabin crew in its service strategy.
A workforce management programs were
instituted by the management to enable the airline cut out its niche in the
airline service industry. These programs include the young crew policy,
training program, performance measurement, communication procedures, and
feedback. Young crew program was initiated so as to recruit relatively young
people who would then serve in the cabin. This program was selected due to
several advantages which could be derived from using young people. It was
argued that young crews was by far more likely to be enthusiastic and keen
about their job and are more attractive to the passengers. Also, they are also
more physically fit which is necessary for accomplishing the demanding cabin work
and also meeting the rigorous flight schedules.
Unlike many international carriers
which deploy their cabin crew until retirement age, SIA's policy has been
developed towards using young in-flight crew. This gave the airline a
competitive advantage over its rivals, especially in its early days. Today,
many travelers hold the notion that, it takes more than just young and
attractive cabin crew to make an airline the best option among many others.
What is more important nowadays is a pleasant disposition between the cabin
crew and the passengers. This includes flight network, attractive fare, and
flight schedules.
SIA training program features six
weeks of ground training and another six weeks of flight training. The ground
training covered some fundamental aspects such as personal grooming, personal
conduct, uniform care, and poise. For example, the many rules that are applied
in the cabin were discussed and explained at this stage. Crew members were also
required to report to the SIA clinic every six months to have their teeth
checked and if necessary cleaned.
Recruits were encouraged to learn
the names and preparation procedures for several foods offered in the cabin. In
one of the simulated training aircraft, cabin crews practiced serving meals and
cocktails to fellow recruits. Test quiz was given the following morning
covering the materials learned on a particular day. Of much importance was the
daily records which captured the recruits' punctuality together with their
performance in class. Constant lateness among the recruits would be penalized
harshly by dropping them from the program. This ensured that all the crew which
pass the training were competent enough to serve the passengers in the cabin
without laxity being experienced.
The performance of the crew members
was measured and evaluated using formal staff reviews and passenger comments.
Staff reviews ensured that the cabin services are offered according to the
stipulated guidelines given to the cabin crew while passenger comments and
feedbacks enabled the company to ascertain the level of passenger satisfaction
regarding the services offered in the cabin. Passengers' complaints were
investigated, and a decision is made about the matter. This form of performance
measurement and feedback ensured that the cabin crew maintained a highly
disciplined code of conduct.
The rapid growth of staff also
necessitated an improved form of communication which could reach all the cabin
crew. SIA used circulars to communicate to the crew and collect feedback.
Voyage reports outlined important aspects of each sector which were handled by
an individual crew. These reports included notes concerning catering problems
and passengers' feedback on the same, mechanical problems encountered during
the flight and so on.
Focusing on the discussed workforce
management programs employed by the SIA, it is evident that changes need to be
done to maintain the success of the airline. Instead of focusing on the age
bracket of the cabin-crew, the SIA should ensure that swift flight networks are
developed and expanded. These networks will auger well with passengers who are
traveling to various parts of the world. Flight tickets should also be made
available in time and affordable to all those passengers who are traveling. In
doing so, the airlines will maintain its success in the airline service
industry.
The company's advertising campaign
uses "Singapore's girl" which represents a classic version of flight
stewardess. A high-quality photograph which incorporates a stewardess at its
central point is used and portrays her in several settings under a various
variety of themes. One of the advertising program done using the Singapore's
girl shows her as a mysterious world traveler, attractive, and humble. The
concept of using her as a marketing strategy has elicited mixed reactions. Some
feminist groups have protested the use of the Singapore's girl and termed it a
sexist move. The group accuses the marketing concept of stereotyping Asian
women as being downtrodden.
However, it is necessary to maintain
the Singapore's girl in the advertising campaign since it has grown to become a
visual trademark and brand for SIA together with the slogan – "A Great Way
to Fly." The incorporation of the Singapore's girl prompts Asian values
and hospitality which has been defined as warm, caring, serene, and elegant.
These values when associated with SIA gives a competitive edge to the company.
Thus, the Singapore's girl serves to identify the values with the quality of
in-flight service offered by SIA.
In measuring service quality, the
company evaluates the number of compliments and complaints raised about the
number of passengers handled, which is then used to assess the passengers'
satisfaction. The complaints and
complements related to the cabin crew were evaluated separately so as to enable
the managers to stem out sources of complaints not related to the cabin crew.
This separation of complaints has led to the discovery of luggage handling
problems, that is; there was a general ill feeling relating to the charges
payable to excess luggage.
Given the above quality of service
measurement, it is recommended that the company educate the management about
what the passengers expect by increasing interactions between customers and
management, implementing an efficient passenger feedback system that
encompasses satisfaction research together with complaint content evaluation
and customer panels. The company should also establish the right service
processes while specifying the standards. This is achieved by offering passengers
different levels of service at different prices. By doing so, the quality of
service will improve, and each and every individual passenger will be
satisfied.
The management should also ensure
that the performance meets the set standards and that the passengers understand
the level of quality delivered to them. This is made possible by clarifying
cabin crew roles so as make the crew understand how their jobs contribute to
passengers' satisfaction. The company should also close the internal communication
gaps by ensuring that communication targets are realistic and correctly
understood by passengers. The company should communicate the service quality
delivered and make it tangible.
The management's six underlined
policies have not been violated. They are a democratic organization where
individuals in various departments contribute to better the organization. The
company is composed of small units, for example, there exist the training
department, service delivery department, service evaluation department among
others. Authority has also been delegated down the line with each unit equally
important as the other. I would not change any of the underlined policies
because they both contribute to better quality service delivery.
The plan to introduce the slot
machines was a positive innovational change to the SIA. The publicity with
which the slot machines gained later made SIA the leaders in the introduction
of such machines and therefore, passengers were likely to refer to the company
for such services. The goal of innovation management within the company was to
cultivate a suitable environment to encourage innovation. The suitable
environment created would then help the company to get more cooperation
projects and even some take-off platforms for other business ventures.
In a nutshell, performance
management serves as a critical tool for achieving organizational goals by
implementing competitive strategies. Management helps in aligning and
integrating the objectives of an organization both vertically and horizontally
across all individual job categories and levels, thus, it aids in driving all
activities from the bottom level and guiding it towards one single outlined
objective. The need for organizational management gives a sense of security and
togetherness to the employees as well as coordinating actions between various
departments. It also creates a peaceful an ambient workplace.
Conclusion
In conclusion, a good performance
management system works towards the betterment of the overall organizational
performance by managing the team's performance. Good and proactive management
ensures that employees understands the importance of their contributions to the
organizational goals and set objectives. This is made possible by ascertaining
that employees working for a given organization are fit and skilled enough to
fulfill the required job expectations. Good management aligns the objectives of
an organization with a proper communication network, therefore, facilitating a
cordial and harmonious relationship between an individual employee and the line
manager based on mutual trust and empowerment.
Reference
Johnston, R., & Mehra, S. (2002). Best practice
complaint management. Academy of
Management Executive, 16(4), pp. 145–154.
Management Executive, 16(4), pp. 145–154.
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