... | 4 | 3. | Q2: IF YOU WERE A SPECIALIST AT SIA, HOW AND WHY WOULD YOU RESPOND TO THE PROPOSED CHANGES? WHAT STEP WOULD YOU SUGGEST JERRY TAKE TO INCREASE EMPLOYEE UTILIZATION OF THE KNOWLEDGE-SHARING SYSTEM IN PARTICULAR? HOW CAN HE ENCOURAGE SIA EMPLOYEES TO SHARE INFORMATION? | 5 | 4. | Q3: WHAT GENERAL OBSTACLES WOULD YOU FORESEE IN A COMPANY SUCH AS SIA TRYING TO MAKE THE TRANSITION FROM A HIERARCHICAL, OR BUREAUCRATIC, TO A MORE COLLABORATIVE ORGANIZATION? WHAT ARE SOME GENERAL MEASURES MANAGERS CAN TAKE TO SMOOTH THE WAY? | 6 | 6. | CONCLUSION | 7 | 7. | REFERENCES | 8 | 8. | RELEVANCY OF ARTICLE | 9 | Introduction/ Summary SIA Corporation cannot continue to do business in the twentieth century, the old-fashioned way. Chief Knowledge Officer Jerry Seibert fully aware that he owed his new position in the newly created department of knowledge management to this challenge SIA is an umbrella organization providing a wide range of insurance products to commercial customers. Over the years, it has expanded to absorb the various insurance companies, until it now includes more than 30 different business units. Everyone has their own level, which is characterized by strong top-down management and clear rules and procedures, the typical insurance; almost every employee has specialized knowledge about a narrow niche market. Senior management had given the matter considerable attention, and that's fine division of SIA technical experts need to give way to a collaborative...
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...CASE STUDY #KNG “Develop and Foster Unique Quality” Subject: IE 222 (04) – Engineering Management I. Define the Problem This case study seeks to analyze the problems encountered by SIA Corp in their transition from a Bureaucratic to a Learning Organization. It will also give an account on how will the employees respond on the change in the management approach of the corporation. The main issue in this study was finding an efficient method to transform SIA into a learning organization without making the employee feel uncomfortable with the change. II. Background and Objective of the Company The situation in this study infers the need to merge employee knowledge into one unified system thinking that it will help in the improvement of the efficiency of the performance of the corporation. SIA Corporation got hold of 30 separate firms. However, they were still acting like different companies. They still had their own management. This resulted into the development of specialization of each employee. Surviving in the industry with this situation is unlikely. Thus, the SIA needed to change their perspective and approach if they want to succeed. Through Jerry Seibert, the Chief Knowledge Officer of the newly created department – Knowledge Management dept – the change in the company's approach was accomplished. They were able to strategize a solution to help the SIA develop into a learning organization. Learning Organization is an organization in which everyone...
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...and Organization structure. There are several frameworks, which can be leveraged in this process to assist a manager in building a high performance organization. The case highlighted how Singapore Airlines(SIA) navigated through the various challenges faced by the airlines industry such as over capacity, commoditization of offering and proliferation of low cost carriers through the execution of its business strategy and dispel the notion that competition advantage can only be created either by Cost leadership strategy or a differentiation strategy. The case show that SIA made a clear strategic choice of giving priority to profitability over growth and leveraged related diversification along with its operational practices, such as continuous people development and rigorous service design as drivers to achieve its strategic choice. SIA had unique challenges of competing solely on international routes due to the absence of domestic routes which acted as a catalyst in driving its goals of being just a little better than its competitors in the value chain and to achieve its strategic choice. The analysis of this case provides an insight into the level of strategic management and brings to the fore the aspect that functional level strategies are very critical in achieving competitive advantage and the focus by SIA in training in Cabin crew to create “Singapore Girl”. This resonated with the current drive in my organization where we have embarked on “Thrilling the customers” initiative...
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...Singapore Airline Case Study Grand Canyon University Professor: Dr. Kimberly Bennett March 25th, 2015 Singapore Airlines Case Study Introduction Singapore Airlines (SIA) is the national airline of Singapore which has achieved growth and success over the years due to the strength of the brand name and industry leading innovations and excellent customer service. Airline operation and quality of service (QOS) is the main contribution of SIA dominance in airline industry. Challenging economy forced SIA to change business or operational strategy in order to be survival and competitive. To combat the threat of competitor’s and surviving in a challenging environment, SIA is taking the step to innovate its in-flight services. Singapore Airlines leaves a deeply positive impression in many people’s heart as a leading airline with their product promotion and catchy advertisement, this does resonates with their QOS and onboard services. SIA Service Quality “Corporate image and reputation is considered an asset which gives the organization a chance to differentiate itself aiming to maximize their market share, profits, attracting new customers, retaining existing ones, neutralizing the competitors’ actions and above all their success and survival in the market” (Fombrun and Shanley, 1990; Bravo et al., 2009; Sarstedt et al., 2012). Quality of service (QOS) makes the brand and its reputation in this modern economy, it holds true for any industry and country regardless...
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...organization? * The situation in this case study demonstrates the need to consolidate employee knowledge into one system in an effort to improve overall company performance. SIA had acquired 30 separate businesses but they were still functioning like 30 separate companies. They each still had their own set of management and well-defined procedures and policies. As a result, most of the employees had developed their own areas of expertise. In the highly competitive insurance market, SIA needed to change this business philosophy if they were going to succeed. * In the early years of the new century, many companies use behavioral approach that means they use information and techniques from the social sciences to improve organizations health and improving internal relationships, and increasing problem for solving capabilities. In that time, social and political environment is changing. If SIA Corporation keep their own political policy, and keep its own hierarchy, characterized by strong top-down administration, SIA could not able to see or compete to other organizations as competition for achieving its goal. 2. Q. If you were a specialist from SIA, how and why would you respond to the proposed changes? What steps would you suggest Jerry take to increase employee utilization of the knowledge- sharing system In particular? How can he encourage SIA employees to share information? * There is a need to improve the performance of SIA company through consolidation of the...
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...CASES IN MANAGEMENT 115 Singapore Airlines : Gliding with People Excellence Nilanjan Sengupta and Mousumi Sengupta Introduction The aviation industry has been constantly facing several challenges, such as, overcapacity, commoditization of offerings, cut throat rivalry exacerbated by the entry of low cost carriers, and intermittent periods of disastrous under-performance (Costa et al., 2002). Several macro-level socio-economic factors such as rising oil prices, the SARS (Severe acute respiratory syndrome) crisis, frequent concerns about the eruption of bird flu, the Asian tsunami, and rising terrorism concerns have further impacted profitability, adversely. In 2006, the global airlines industry suffered a net loss of $500m, or 0.1% of revenues, accumulating net losses of $42bn between 2001 and 2006 (International Air Transport Association, 2007). In 2007, the airline industry made a modest net profit of $5.6bn on revenues of $490bn, equivalent to less than 2% margin (International Air Transport Association, 2008). The outlook from 2008 onwards remains bleak. Not surprisingly, the industry is regularly rated as one of the worst performing industries in the Fortune Global 500 rankings. In this industry environment, Singapore Airlines (SIA) has consistently outperformed its competitors (Heracleous & Wirtz, 2009). Copyright ‚ 2014 Shri Dharmasthala Manjunatheshwara Research Centre for Management Studies (SDMRCMS), SDMIMD, Mysore The case writer(s) Nilanjan Sengupta, Professor –HRM...
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...research into worker’s behaviour was later criticised by Daniel Bell and other sociologists. What lessons can Singapore businesses learn from Mayo and his later detractors? George Elton Mayo (1880-1949) was an Australian psychologist, sociologist and organizational theorist. He led a team together with Whitehead and Roethlisberger, set to study the relationship between productivity and physical working conditions. His research results have led to the establishing of new theories like the human relation (Hawthorne) and motivation theory. The Hawthorne study, a new approach that is being introduced by the sociologist, has been called the human relation approach of management. This approach was generated, because the positive aspect of the variables of the scientific management, and the focuses on mechanical and psychological variables, could not bring about a positive response in work behavior and efficiency at work. The key contributions are contained into two points; organizational situation to be viewed in social, economic and technical terms; and the social process of group behavior which can be studied in clinical method analogous. These studies have a historical importance to the behavioral approach of the analysis of management problems. The practical experiments allowed Elton Mayo to deduce the importance of groups in affecting the behavior of individuals at work. Physical conditions or financial incentives had little motivational value, thus concluding that working performance...
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...Journal of Human Resources 2004 42(1) Human resource management strategies in practice: Case-study findings in multinational firms Irene K.H. Chew* Nanyang Technological University, Singapore Frank M. Horwitz* University of Cape Town, South Africa, and Nanyang Technological University, Singapore Competitive pressures have increased the strategic value of a skilled, motivated and adaptable workforce, and the HRM strategies to support and develop it. A strategic perspective of HRM requires the firm to identify and adopt human capital initiatives likely to enhance competitiveness and shareholder value. A key question considered here is the extent to which multinational firms adapt internally consistent human resource strategies across national boundaries to address these issues. Case-study data on how eight multinational firms in Singapore apply strategic approaches to human resource management are presented. Findings show that while some adaptation considering local context occurs, the diffusion of headquarters and centrally initiated, but competitively differentiated strategies across cultural boundaries, is significant. Effective human resource strategies were understood as ‘configurational’, integrated both vertically and horizontally. Keywords: convergent/divergent practices, human resource strategy, multinational firms There is a paucity of empirical, especially case-study research on human resource management (HRM) strategies of multinational corporations (MNCs)...
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...Theme: The impact of recruitment and selection process in organisation. A case study of Singapore Airline Competitive advantage is a circumstance that put a firm in a strong business position compare to its rivals in the industry (Breaugh, 2008). While the hospitality industry is faced with by micro and macro environmental factors, such as overcapacity, business cycle, high risk profile, difficulty of offering unique products and intensive competition in the industry, few companies such as the Singapore Airline have managed to maintain their market position and stay competitive. There are many factors that could be linked with SIA competitiveness in the market which include the ability to shifts between poles by offering quality services in a cost effective ways and its cost of operation can be compare to budget airlines in the industry. SIA focuses on differentiation by concentrating on innovation, excellence services and aligning functional strategies including marketing, human resource and operations with the company’s business level strategy (Heracleous and Panagarkar, 2008). Background of Singapore Airline Singapore Airlines can tracked back to 1947, when a Malayan Airways Limited (MAL) Airspeed Consul took off from Singapore Kallang Airport and the name was changed to Singapore Airline in 1972. The company have 5 subsidiaries which includes, SIA Engineering Company, SilkAir Pte Ltd, SCOOT, SIA Cargo, SATS, and Tradewinds Tours. As at March 2014, SIA’s total firm aircraft...
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...MNGT 2001 | GROUP CASE STUDY REPORT | 4/12/2015 4/12/2015 Executive Summary The purpose of this report is to analyse and evaluate the business strategy of Singapore Airlines. The report provides an informed review of Singapore Airlines’ executive management or organisational strategic analysis, decision making, implementation and evaluation of performance outcomes. Therefore, the report will cover many aspects such as strategic analysis, strategic directions and strategic objectives key-board business-level and international strategic, strategic implementation, as well as key strategic implementation issues and strategic evaluation. The strategic analysis takes place whereby analysing two general environments of Singapore Airlines. The first environment is the external environment which consists of PESTLE model, Porter’s Five Forces plus the government model, and the competitors of Singapore Airlines. The following is the internal environment which consists of Strategy Resources and Core Competency of Singapore Airlines. According to the results received from these two environmental analysis, Singapore Airlines has adopted an unusual dual-strategy. Vision, Mission, and stakeholder theory will be covered in the strategic direction setting. This part of the report will explain all sort of stakeholders and the importance of them to Singapore Airlines. Singapore Airlines adopted dual-strategy by competency of cost-effective service excellence, enshrined in a unique...
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...Singapore Airlines (SIA) was founded in 1972 as a regional airline. Today, the airline company is one of the respected name amongst other worldwide travel brands. In the 1940s, SIA was known as Malayan Airways Limited (MAL) and it was on 1st May, 1947 that an Airspeed Consul took off from the Singapore Kallang Airport on its first voyage to one of the three destination scheduled namely Kuala Lumpur, Ipoh and Penang. Over the years, new and larger capacity aircraft were joining the existing fleet. In 1963, MAL was then known as Malaysian Airways Limited and later on, as Malaysia-Singapore Airlines (MSA) in 1966. The airline company scored a revenue of S$100 million back in 1968. In 1970s, two entities known as SIA and Malaysian Airline system emerged from the split of MSA, and ever since then, SIA experienced growth as the company focuses on its operations. According to World Airline Awards (2014), Singapore Airlines is ranked third in the global airline ranking. The airline has earned an outstanding reputation with its high quality service provided to their customers, thus further strengthen the airline’s premier position in the tight competitive market. 2.0 Review of the Organisation’s Reward Strategy and Performance Management System 2.1 Performance Appraisal System In the effort to evaluate the quality of employees’ performance relative to the standards of the company, Towards Optimal Productivity (TOP) is a scheme launched by SIA together with Singapore...
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...UNIVERSITY, KYOTO, JAPAN ON MARCH 13 – 15, 2013 FIRST AUTHOR NUREDAYU OMAR (PRESENTER) UNIVERSITI UTARA MALAYSIA nuredayu@uum.edu.my CO-AUTHOR PROFESSOR CHE SU MUSTAFFA UNIVERSITI UTARA MALAYSIA chesu402@uum.edu.my *THIS MANUSCRIPT IS ORIGINAL AND HAS NOT BEEN PUBLISHED ELSEWHERE A DEVELOPMENT OF CONCEPTUAL FRAMEWORK FOR STUDYING COMMUNICATION COMPETENCIES AMONG DIRECT SELLERS IN MALAYSIA Many studies have been conducted related to communication competencies since the last decade until now. However, the availability of the studies on communication competencies has not been explored in depth particularly in the direct selling context in Malaysia. To understand the direct sellers’ communication competencies, a conceptual framework will be built based on related literature studies. Literature reviews have shown a variety of studies on communication competencies from the behavioral and cognitive perspectives. Although numerous studies have provide understanding of communication competence in various context, there is a gap in viewing communication competencies in a more dynamic context, particularly in the process of communication of direct sellers with their potential customers. This paper attempts to discuss the importance of a dynamic research related with communication competencies by developing a conceptual framework for a direct selling as a communication process. ...
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...displayed. Download the original attachment Implementing Change in SIA (Singapore Airline) Introducing SIA Ltd Singapore Airline is a global company dedicated to providing air transportation service of the highest quality of services; it has grown from a regional airline into one of the world’s leading passenger and cargo carrier. SIA is engaged in air transportation and other related businesses. It has been consistently one of the most profitable airlines in the world, and it is routinely voted the ‘best airline’, ‘best business class’, ‘best cabin crew service’, ‘best in-flight food’, ‘best for punctuality and safety’, ‘best for business travelers’, ‘best air cargo carrier’, even ‘Asia’s most admired company’. It operates worldwide as the flag carrier of Republic of Singapore, aiming to provide service of the highest quality at reasonable prices for customers and provides them with the best options for travelling. They have a modern and young fleet of aircraft and covers 40 countries and 76 cities. SIA has far-sighted planning, investment and product innovation that propelled its growing reputation and profitability. For its high-level service and operational excellence, SIA has won more than 100 international prizes. With the traditions of the Company - outstanding service, and innovative spirit, SIA will continue to progress, and render the best services to its passengers just as it always has. Accidents from SIA (Needs for change) • 26 March 1991 – Singapore Airlines Flight...
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...Delhi Business Review X Vol. 5, No. 1, January - June 2004 STRATEGIC INDUSTRY STRATEGIC ISSUES IN THE AIRLINE INDUSTRY AND SINGAPORE INTERNATION THE ROLE OF SING APORE INTERNATIO NAL AIRLINES Amit C. Kamath * Jonas Tornquist ** I NTRODUCTION THIS case study investigates the strategic environment of the airline industry operates. In particular, the role of Singapore International Airlines (SIA) in the global airline industry is considered. The study uses the concept of the “Three Ring Circus” (KCI , 2002), as an overarching framework, whereby the Past, the Present and the PFuture is used for studying the strategic issues in the airline industry and SIA. The past focuses on the key strategic drivers in the airline industry over the past 10-20 years and provides a historic industry overview. The present serves the role of looking at the airline industry and SIA’s present strategic drivers and what is important to consider in this environment. The Possible Futures, or PFutures, looks at what potential drivers or strategic advantages may be present in future, and how SIA is responding to some of these issues. The research in this project is mainly qualitative. It is based on interviews with key people within the airline industry, government officials, industry analysts and stakeholders. The analysis is also based on a review of the airline industry literature as well as the personal reflections of the authors in drawing together some key issues and insights that may...
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...Bill for land gives true value The draft law on acquisition strikes a balance between development and justice for those who will be displaced in the process India is a rapidly industrialising economy and society with intense demands for better infrastructure from its people. The last 20 years have seen a great acceleration in this process, with India becoming one of the world’s fastest growing economies. However, for those whose lands were acquired for these purposes and the even more vulnerable people whose livelihoods depended on the lands acquired, a great human tragedy has unfolded. Independent estimates place the number of people displaced following development projects in India since independence at 60 million. This is the highest number of people uprooted for development projects in the world. Only a third of these people were resettled in a planned manner. Most of them were the asset-less rural poor, marginal farmers, poor fisherfolk and quarry workers. Around 60 per cent of the displaced belonged to the Adivasi and Dalit communities. Given that 90 per cent of our coal, more than 50 per cent of minerals and most prospective dam sites are in Adivasi regions, there is likely to be continuing contention over issues of land acquisition in these areas. Two sides of a coin We need to move decisively away from the colonial Land Acquisition Act 1894, which treats the Indian people as “subjects,” towards a vision of citizens, whose rights are guaranteed under the Constitution...
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