| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "AMERICAN AIRLINES MANAGEMENT ERRORS": |
|
|
American Airlines Management Errors, 2004.
Case study and analysis of tactical and political errors in the management of American Airlines.
3,379 words (approx. 13.5 pages), 16 sources, MLA, £ 66.95
»
Click here to show/hide summary
Abstract
This paper determines the core problems of American Airlines in the aftermath of the September 11th attacks. While the company seemed to be suffering from a liquidity shortfall, data suggests that the company problems were due to the overall crisis sweeping through the industry. The paper also examines certain major issues involving management, competitiveness, and effectiveness, which resulted in the replacement of the company?s executive officer.
Background
Challenge
Problems
An Outdated Business Model
Inadequate Location Planning
Notorious Capacity Planning
Adverse Marketing and Consumer Reorientation
Outcome
Transformation
Reducing Labor Costs
Increasing Efficiency and Raising Productivity
From the Paper
"For the airline industry as a whole, September 11th was not only a change ? it was a devastation for capital models, marketing practices, and operations techniques. Reducing costs and increasing productivity became priorities. When he woke up on September 12, 2001, Donald Carty, CEO at the time, should have probably realized that he had a new business to run. Extra issues had come up that had to be resolved and future plans were uncertain. It was a brave new world out there and only those, who were quick with changes, could retain profitability in the long run. AA started off fairly well. Ten days after the crashes, AMR Corp. announced plans for 20,000 layoffs in American, in addition to cuts in schedule amounting to 20% of flights . Furthermore, the airline also closed almost all of its city ticket offices and six of its fifty Admirals Clubs, while Carty declared that he will forgo his $10 mln. pay and bonuses for 2001, in order to help the carrier with ?the tremendously difficult challenges ahead? ."
| |
|
Delta Airlines Management, 2002.
A look at the problems facing Delta Airlines management and suggested proposals for improvement.
2,807 words (approx. 11.2 pages), 4 sources, MLA, £ 57.95
»
Click here to show/hide summary
Abstract
The paper reviews, addresses, and contests the current environment, while providing guidance to Delta Airline managers on formulating a marketing strategy. It provides a SWOT analysis and, thereafter, presents the marketing strategy as laid out to improve the company's performance.
From the Paper
"Transformation is continuous in the corporate travel industry. Lately, the speed of transformation, as well as its depth, has accelerated, and the corporate travel industry has seen spectacular changes. One of the major players in the corporate travel industry, the airlines, has been purposeful in acknowledging these transformations (Department of State, 2000). Paradoxically, a lot of these transformations took place when the airlines altered the traditional ways of doing business devoid of warning. The consequence of these constant transformations, the worth of the deep-rooted partnership amid corporations and airlines has reduced, as a result the profits have also come tumbling down. Airlines need to focus on their marketing strategy to augment their profits."
| |
|
Blue Star Airlines Risk Management, 2008.
An analysis of risk management and treasury activities for Blue Star Airlines.
2,207 words (approx. 8.8 pages), 7 sources, APA, £ 47.95
»
Click here to show/hide summary
Abstract
This paper discusses risks and treasury activities for Blue Star Airlines. It particularly discusses how managing risks is one of the core activities of the treasury. It focuses on interest rates, exchange rates and volatile fuel prices and how they can affect an airline. The paper also discusses a crisis management program and a hedging strategy for Blue Star Airlines.
Table of Contents:
Policy Statement
Risk Management Department's Responsibility
Direct Property Loss Potential
Business Income Loss Potential
Liability Loss Potential
Key People Loss Exposure
Crisis Management Program
Hedging/Advanced Risk Transfer Program
Appendix
From the Paper
"The loss of luggage is one of the most common issues that an airline could face. Usually luggage is handled by external companies and not the airline's personnel. However, it falls into the airline's responsibility to insure the luggage's safe transportation to the destination. The airline has to be prepared for cases in which an entire batch of luggage is lost or delayed and deal with potential legal claims. Thus, many airlines limit their liability in the legal statement required to purchase the plane ticket. The customer has to agree not to exceed a certain value for the personal items left in the luggage, as above the threshold there will be no compensation. However, the airline has to pay a certain amount of money to the passengers enough to cover their necessaries for at least the next 48 hours and that amount has to be established beforehand. The airline has to warn the passengers no to let in their luggage items that are vital to them, so that a potential loss would not harm their health."
| |
|
Risk Management: Medication Errors, 2005.
Examines errors in drug administration in the health care industry.
1,300 words (approx. 5.2 pages), 7 sources, APA, £ 30.95
»
Click here to show/hide summary
Abstract
This paper discusses risk management at hospitals and medication errors that occur. It shows what hospitals can do to correct the problem with computer based order entry and education.
From the Paper
"This resource provided to the rounding physicians, fellows, residents, and interns provides on the spot educational resources during rounds and decreases the risk of medication errors by providing correct dosing, drug-drug interactions, appropriate medications for treatment of disease and possible patient outcomes on the chosen medications. These methods of correction have decreased the order writing errors at facilities throughout the nation. These actions have addressed the percentage of errors in the order writing, transcribing, and dispensing phases of the medication process."
| |
|
United Airlines Management, 2002.
An examination of United Airlines' (UAL) managerial structure.
1,058 words (approx. 4.2 pages), 11 sources, MLA, £ 25.95
»
Click here to show/hide summary
Abstract
This report establishes criteria for evaluating United Airlines (UAL) and then examines the managerial and corporate structure and strategies of the firm to evaluate its effectiveness. The report draws on the literature to identify the reasons why UAL may be the most employee-oriented organization in this grouping. The criteria used includes: 1) employee-employer relations; 2) profitability and 3) competitiveness.
From the Paper
"The company is positioned in a virtually identical and highly competitive domestic and international air travel and transport environment. According to Nelson D. Schwartz (1998), median profits increased in the airline sector in 1997 by 53.3 percent. AMR, American's holding company, stated that this was because limited capacity, strong growth in demand, and continuing cost control came together. Both AMR and UAL have paid stock dividends of significant value in the past two years. The question of how these companies differ with respect to corporate structure and management is of some significance."
| |
|
Airline Management Organization, 2002.
This paper studies how a form of company management, a ?mechanistic system?, is applied to airline management.
729 words (approx. 2.9 pages), 4 sources, MLA, £ 18.95
»
Click here to show/hide summary
Abstract
A "mechanistic system" is characterized by specialized activities clearly separated from one another and performed by functional specialists. Employees are not expected to think in terms of overall system goals. The writer asserts that this system has had negative results in the airline field.
From the Paper
"This type of highly structured organization depends upon the coordination of these components through the organizational hierarchy: through common supervisors at higher levels in the organization. Communication is passed upward to the common superior who then passes it back down to the appropriate department. This results in an entrenched management system in which the supervisor or manager controls all aspects of personnel and operations. The chief objective in management becomes strengthening the degree of managerial control over the workforce. This was made possible by the subdivision of work into fragmented tasks and quantification of performance to achieve centralized control to enable line managers to coordinate the fragmented activities while decreasing the influence of individual workers over decisions that govern their work."
| |
|
Strategic Management of Southwest Airlines Co., 2007.
An analysis of the successful management and business plan of Southwest Airlines Co.
1,320 words (approx. 5.3 pages), 4 sources, MLA, £ 30.95
»
Click here to show/hide summary
Abstract
This paper discusses the history and growth of Southwest Airlines Co. (SWA). Specifically, the paper discusses the strategic management of the company and its business plan. The paper provides both an internal and external analysis summary, discussing all aspects of the management, marketing and administration of this growing and profitable company.
Table of Contents:
Introduction
Current Mission, Goals and Strategy
Internal Analysis
Management
Marketing
Finance
Product
Internal Analysis Summary
External Analysis
Competitive
Economic
Target
Government
External Analysis Summary
Appendix
From the Paper
"The most important macro economical factor that affects SWA is the rise of energy costs. This leads to extra costs, reflected in the fare prices. Other cost increases have a similar effect: increases in aviation insurance costs or the new federal ticket tax (introduced with the support of big carriers). Another economical problem worth looking into is the downsizing trend of the aviation industry. This puts pressure on the company stuck between the necessity of cutting costs and the traditional commitment to employees, to good and bad."
| |
|
Human Resource Management in the Airline Industry, 2008.
This paper discusses effective human resource management in the airline industry, including employee recruitment, management and evaluation.
12,341 words (approx. 49.4 pages), 22 sources, APA, £ 164.95
»
Click here to show/hide summary
Abstract
The world we live in is constantly faced with new challenges it must overcome in order to survive; and the business world is no exception. A wide array of changes have affected industrial activities and have forced companies to develop and more importantly, to become increasingly adaptable to all forces of micro and macro nature. A most relevant modification within the business sector is represented by the approach to the human resource. If only a few decades ago, the personnel were perceived as the force operating the machines, today, they represent the company's most valuable assets, its core competency and its means of achieving organizational goals. The management of the human resource currently constitutes a vital issue within corporations, moreover for the companies activating in the service field, where the quality of the interactions with the customers is crucial for the successful continual of the business activity. Airline companies place increased emphasis on the human resource strategies and policies and have integrated them in the company's values. This research paper presents the most relevant human resource management practices as revealed by numerous academicians and specialized economists. Furthermore, two airlines companies are discussed while presenting the means in which they understand, develop and implement human resource strategies and policies.
Outline:
Executive summary
1. Introduction
2. Human Resource Management Practices
2.1 Relevant Concepts of HRM
2.2 Planning and Recruiting
2.2.1 Recruiting the personnel
2.2.2 Sources of recruitment
2.3 Organizing the Human Resource
2.3.1 Job Design
2.3.2 Working Conditions
2.3.3 Flexible Schedules
2.4 Developing and Training the Human Resource
2.4.1 Training and Development
2.4.2 Motivating the Human Resource
2.5 Evaluating and Remunerating the Personnel
2.6 Employee Relations
2.6.1 Communications
2.6.2 Collective Bargaining
3. Human Resource Management within Airline Companies
3.1 HRM Particularities in Airline Companies
3.1.1 Globalization and Market Liberalization
3.1.2 Technological Developments
3.2 Measuring Job Satisfaction of Airline Passenger Service Staff
3.3 Airline Employees and Airline Disasters
3.4 The Human Resource at British Airways
3.5 The Human Resource at Air Canada
4. Conclusions and Recommendations
5. Reflections
6. References
From the Paper
"The human resource strategies designed and implemented by the company's management are expected to retrieve two finalities. The company first expects to better satisfy the needs of its employees. Secondly, the management hopes that through the implementation of the HR practices and alternatively an increased job satisfaction, employees' performances will increase and this will generate a superior quality of the airline services offered by the organization.
"But in order to reach the desired status of increased market share, profits and increased interest from investors, due to a high quality of their services, managers must first measure the level of satisfaction of each employee. Ruth Taylor, the Academic Area Head for the Services and Tourism Management program at Curtin University, Western Australia, has long studied and analyzed the level of job satisfaction felt by airline employees as well as the measurements used by managements."
| |
|
"13 Fatal Errors Managers Make and How You Can Avoid Them", 2002.
A review of the business management book "13 Fatal Errors Managers Make and How You Can Avoid Them" by E. Steven Brown.
1,900 words (approx. 7.6 pages), 1 source, £ 49.95
»
Click here to show/hide summary
Abstract
This paper is a review of the book "13 Fatal Errors Managers Make and How You Can Avoid Them" by E. Steven Brown which lists 13 fatal errors and shows how to avoid them while also saying much about management and business in general.
| |
|
Aviation Safety: Error Management Versus Safety Compliance, 2002.
A look at the concepts and differences between error management and safety compliance in relation to aviation accidents.
650 words (approx. 2.6 pages), 2 sources, £ 18.95
»
Click here to show/hide summary
Abstract
This essay explains the difference between Error Management and Safety Compliance in aviation accidents. Error Management, it is argued, provides a greater likelihood for proactive outcomes when errors due occur. Because errors and accidents are impossible to eliminate, EM is premised on a complex information gathering system that allows those involved in accidents to better understand what happened. It creates a more intervention-focused environment for crew, and avoids issues of blame and punishment, and thus provides the crew with a different responsibility for error prevention.
| |
|
Error Management, 2007.
This paper offers a summary and critique of the article 'On Error Management: Lessons from Aviation' by R. Helmreich.
854 words (approx. 3.4 pages), 1 source, MLA, £ 20.95
»
Click here to show/hide summary
Abstract
The writer notes that in the article, 'On Error Management: Lessons from Aviation', the author makes a direct comparison between those in the field of aviation and those in the medical field. He notes that both doctors and pilots operate in similarly complex environments. The writer points out that both experience a variety of risk levels dependent on the environment and, both are committed to safety. However, there are many differences between the two professions. In this essay, the writer discusses the article. The writer concludes that the aviation industry not only tries to learn from mistakes, but also tries to predict ways to prevent mistakes before they happen, which is a valuable lesson that industries, such as the medical profession, could learn from.
Outline:
Summary of the Article
Personal Critique and Lessons Learned from the Article
References
From the Paper
"In both professions, human error is a major factor in accidents. Physicians and pilots alike suffer from fatigue, excessive workload, lack of communication, imperfect information processing, and flawed decision making. Both fields also require teamwork to be successful, and ineffective teamwork, sometimes due to interpersonal conflicts amongst team members, can lead to disaster, in the case of aviation, or patient death, in the case of the medical profession. However, unlike the medical profession, aviation utilizes their mistakes as a learning tool to prevent future accidents. Error management strategies allow aviation to discover the nature of what conditions precipitated an accident, and how best to prevent this error from happening again. Helmreich describes lessons that can be learned from the aviation industry and be applied to the medical field."
| |
|
Human Resource Management in the Airline Industry, 2008.
A research proposal to study human resource management in the changing business environment of the airline industry.
1,615 words (approx. 6.5 pages), 17 sources, APA, £ 36.95
»
Click here to show/hide summary
Abstract
This paper reviews the changing role of the human resource manager in the airline industry as it relates to employee recruitment, management and evaluation. The report's focuses on how various issues of safety and advancing technology affect the role of the human resource manager as it applies to employees. As both the changing need of the airline industry, along with the effects of politics and business, the airline industry is prone to a rapidly changing employee need. In order to match this changing need, the human resource manager will have to utilize various recruitment, screening, evaluation and management strategies. The proposal specifically analyzes both the problems and potential solutions involved in this field.
Table of Contents:
Abstract
Introduction
Proposed Methods
Reflections
Conclusion
From the Paper
"For example, new technology is even affecting the role of the human resources manager in that many human resource function can now be, in a sense, outsourced to a technological program. Recently computer giant IBM reached an agreement to provide American Airlines with all their human resources services software. The technology is aimed at automating services and complement best practices for the human resources administration. Because of American Airlines large employee base, it saw this opportunity as a chance to strengthen its employee's job satisfaction."
| |
|
How to Effectively Manage an Airline, 2000.
An analysis of the airline industry and the best way to manage an airline for profit.
1,710 words (approx. 6.8 pages), 13 sources, £ 38.95
»
Click here to show/hide summary
Abstract
This paper looks at the best way to manage an airline. It shows that in the last two decades, the highs and lows in airline equity values were not associated with operational factors, but were the result of environmental factors external to operations. Effects of new technology are discussed, as well as the results of the change in attitude of consumers and government towards the airline industry. It looks at successful airlines and claims that their success is due to their market orientation. Effects on the industry since deregulation are looked at. The many risks with which an airline carrier manager must deal are also examined and the need for ongoing flexibility is stressed.
From the Paper
"In the last two decades, the highs and lows in airline equity values were not associated with operational factors (strikes, competitive issues, loss of market share or an over leveraged situation), but were the result of environmental factors external to operations. Examples were the 1987 stock market collapse, the United Airlines takeover attempt, the Gulf War, and problems in Eastern Europe. These events have had immediate effects on costs including interest rates, energy prices and exchange rates, subsequently affecting the perceived profitability of the airline (Froot, Scharfstein and Stein, 1993)."
| |
|
Human Error in Airlines, 2004.
An analysis of how aviation disasters can be attributed to human error as opposed to mechanical fault.
2,413 words (approx. 9.7 pages), 13 sources, MLA, £ 50.95
»
Click here to show/hide summary
Abstract
This paper examines how, during the early years of aviation, airline accidents were almost always blamed on mechanical fault or weather and how this theory began changing in World War II when the cost of human error proved unacceptable. It looks at how the discipline of human factors has developed as the science of understanding and reducing human error and accidents. It examines the main causes of human error in the aviation industry and analyzes strategies for reducing pilot-error aviation accidents.
From the Paper
"Human factor specialists have not only researched and compiled data on the number of accidents. They have also established that specific factors will significantly increase the possibility of human error. One of the top reasons in pilot errors is controlled flight in terrain (CFIT). CFIT takes place when a crew unintentionally, and usually without prior awareness, flies an airworthy craft into terrain, obstacles or water. Although this accident can occur during most phases of flight, CFIT more commonly happens during the approach-and-landing phase, which begins when the aircraft descends below 5,000 feet above ground level (AGL) with the intention to conduct an approach and ends when the landing is complete or the flight crew flies the aircraft above 5,000 feet AGL in route to another airport."
|
|
|
