Southwest airlines

Maturski. seminarski i diplomski radovi iz ekonomije: menadzment, marketing, finansija, elektronskog poslovanja, internet tehnologija, biznis planovi, makroekonomija, mikroekonomija, preduzetnistvo, upravljanje ljudskim resursima.

The Southwest Airlines Way by Jody Hoffer Gittell gives a clear focus
on its practical learning values. Southwest grew by offering low fares that were designed to complete with the automobile and bus, rather than with other airlines. (The Southwest Way, Gittell, p 3).
Chapter 2 “How suthwest uses high performance relationships to overcome strategic challenges“
Short-haul flights are costlier than long-haul flights on a per-mile basis, because many of the setup costs(loading passengers, bags, and cargo, fueling, maintenance, cleaning) are incurred whether the flight is short or long, buth for a shor-haul flight those setup costs are spread over a smaller number of miles flown (The Southwest Way, Gittell, p 19).
Chapter 3 “Southwest versus american airlines the power of relational coordination“
Dr.Gitell includes real-life inspiring stories from insiders, which makes the book a more entertaining read versus your typical analytical reference text written by an academic. But, this is not a touchy feely book based on anecdotes, it is academic and the ideas presented are fact-based. (The Southwest Way, Gittell, p 35).
Chapter 4 “How relational coordination works in other industries – the case of health care“
Gittell’s research explores how coordination by front-line workers contributes to quality and efficiency outcomes in service settings, with a particular focus on the airline and healthcare industries. She has developed a theory of relational coordination, proposing that highly interdependent work is most effectively coordinated through relationships of shared goals, shared knowledge and mutual respect, and demonstrating how organizations can support relational coordination through the design of their work systems. (The Southwest Way, Gittell, p 44).
Chapter 5 “Lead with credibilitz and caring“
Southwest’s top managers have also made themselves available to frontline employees, demonstrating a level of caring that is beyond the norm in large companies. (The Southwest Way, Gittell, p 68).
Chapter 6 “Invest in frontline leadership“
he reader can easily see how basic practices based on internal values at Southwest, such as, investing in leadership development and people have made such a big difference. In fact, the findings from eight years of research of the airline industry reveal that Southwest's success is due to building high performance relationships with their people, customers, unions, vendors and suppliers, and the public in general. (The Southwest Way, Gittell, p 77).
Chapter 7 “Hire and train for relational competence“
For example, Southwest Airlines was able to maneuver to safety after its economic crisis in the 1980s and has again emerged wholly after the September 11 incident dealt major blows on the economy. Despite the massive losses it has faced, Southwest Airlines never faltered in delivering what its clientele wants when they need it as it focused on pushing its major strengths in the open while working efficiently on its weaknesses (The Southwest Way, Gittell, p 92).
Chapter 8 “Use conflicts to build relationships“
Understanding how Southwest Airlines can be able to deal with the recent global financial crisis relies on understanding the company’s superiority in terms of innovation, quality, cost-effectiveness, and customer responsiveness (The Southwest Way, Gittell, p 108).
Chapter 9 “Bridge the work/family divide“
Southwest Airlines is the leading brand when it comes to air travel (The Southwest Way, Gittell, p 119). Southwest Airlines aspired to be seen as a global airline and not just a national carrier and this has pushed the company to outdo every competition in various ways. Quality of service means the total quality it offers its clients in terms of excellent service, fast and safe planes, promptness in its flights, politeness of its people, and comprehensiveness of its IT platform that allows it to handle the bulk of data the airline company needs to operate.
Chapter 10 “Create boundary spanners“
Dr.Gitell identifies ten specific practices used by the people of Southwest to achieve their incredibly consistent performance. These practices range from those that might be expected in a successful company such as credibility of leadership, emphasis on hiring and training, and positive relationships with unions and suppliers, to those that are contrary to today's accepted wisdom such as increasing frontline leadership positions and creating human 'boundry-