Magic Carpet Airlines Case Study

Airlines, Unions Tackle Sexual Harassment of Flight Crew by Mare Lee illustrates not only the differences between early America and modern America in regards to what one might consider a work place issue, but perpetuates the need for said Unions in certain

American airline trying to address the recommendation that are made by the labor unions to make sure of the employee contentment, conviction and satisfaction to be avoiding the publicity scandal that can happen. For example, the personnel of the American airline recently, the flight attendants, suffered headaches, hives and rashes. At first nobody could know what’s happening, but then it was emphasized that the new uniforms were the culprit. According to the Association of Flight Professionals (APFA), more than 1,600 employees have grown up complaining of skin problems and some other problems. Due to the increasing number of complaints, the Association of Flight Professionals were asked to ask American Airline to test the uniforms and replace them so

The issues between the union and the Magic Carpet Airlines are that the airlines do not pay their flight attendants duty rig pay, there is no job security, and they weren’t able to use their sick leave when they were sick. They did not agree with the way they had to give a five day notice to swap routes with other Magic Carpet Airlines flight attendants. Their major concerns were their direct wages, they wanted to be paid more and have duty rig, and have job security. These concerns were all determined by surveys that were mailed out to each of the union members, and flight attendants voicing their concerns.

Airline travel is arguably safer than that of car travel, with not only less risk for in motion issues and collisions of any sort, but not issues about missing the turn off. Airline travel issues do not usually persist during travel, yet can sometimes happen before the take-off even begins. The issue with Airline travel is not travel hazards, but instead travel protocols often carried out by the airline companies. United Airlines specifically has gone through too many CEO switches and un-transparent business ethics leading to customer complaints and needs to reevaluate business ethics.

United Airlines, established in 1934, is an air transportation company with operations in North and Latin America, Europe, the Middle East, and the Asia-Pacific with headquarters in Chicago, Illinois. As an airline company, one of the primary functions of United Airlines is the air transportation of not only passengers but also cargo to and from numerous different locations. However, United Airlines also has functions in selling fuel, as well as in services related to catering, ground handling, and maintenance (Airlines, 2017). United Airlines’ ground handling services are substantial enough that in 2015, United Airlines established United Ground Express to supplement their customer service and cargo operations at airports across the United States. In total, United Airlines and United Ground Express manage approximately 5,000 flights per day to 362 different airports worldwide (United Airlines, 2015).

WestJet is facing an urgent problem. The pilots’ contract expires in two weeks’ time and the pilots are unhappy with the offer that has been presented. This has created conflict between management and the pilots as the pilots feel that too many things are being taken away. If a quick agreement is not reached, flights would be grounded, which would impact the bottom line and negatively affect culture. A collaborating approach will need to be applied in order to come to a swift resolution.

Flight specialists need to hold a secondary school recognition, and finish a preparation program prompting affirmation by the Federal Aviation Administration. Flight chaperons watch out for the requirements of air ship travelers, while guaranteeing wellbeing is kept up and crisis conventions are taken after. Discover more about the particular obligations of a flight specialist, and the compensation data and occupation viewpoint for this field. Flight orderlies invest quite a bit of their energy making carrier travelers feel good; in any case, their essential duty is guaranteeing the wellbeing of everybody on board the flying machine. Keeping that in mind, they should get ready emergency treatment units, check and stow gear and audit wellbeing techniques and extraordinary issues with the team and travelers. Flight orderlies invest quite a bit of their energy

Southwest Airlines represents a rather unique organizational force that has driven the company to success since its inception in 1971. One of the most unique features about the organizational structure is that it is largely decentralized and employees are openly welcomed to express their opinions on a wide range of organizational issues. However, despite the "hands off" management strategy, the company consistently ranks as one of the top airlines in regards to customer complaints; in 2008, for example, the company received 0.25 complaints on average for every one hundred thousand passengers who used the aviation services (Triangle Business Journal, 2009). This analysis will look at some of the organizational factors that have contributed to the success of Southwest Airlines over the course of the last few decades.

8/24- Two agents were available to assist customers at 0930 when the counter opened. One agent offered few smiles, greetings and use of name, sir or ma’am. She did not place a heavy tag on a bag weighing 51lbs. All bags weighing over 50lbs. must have a heavy tag for the safety of employees, the flight and to avoid a FAA fine. Latoya did an excellent job using all the Elevating the Everyday Experience behaviors when assisting two customers who wanted to change their reservation. Latoya and the two customers could be heard laughing and interacting with each other during the interaction. Nice job! Later additional agents arrived to assist customers at the Main and Priority counters. Many of the agents missed opportunities to elevate by not addressing customers by name, sir or ma’am, or offering smiles, greetings and thank yous. With the exception of Latoya agents did not ask if they could be of further assistance at the end of the interaction. One agent was standing in front of the Priority area leaning on the counter. This does not present a professional appearance. With the exception of Tyshel agents did not ask the spare

Magic Carpet Air started as a small airline in 1961, at the time it served 2 cities. By 1987 Magic Carpet Air grew astronomically and served 12 cities. The leaders within the company wanted to extend the growth and become a national airline so in January 1987, Magic Carpet Air purchased another airliner called River City Airlines in order to help achieve this goal. With this merger the small airline became a larger regional airline but this was not enough for the company. So in May 1988, Magic Carpet Air agreed to become a “feeder” airline in order to become a national airline. As the airline grew larger, the flight attendants wanted to unionize which eventually happened. The problems arouse when the League of Flight Attendants tried to negotiate

The dispute between BA management and Cabin Crew from 2009 to 2011 caused extensive impact throughout the global condition. BA totally lost £150 million and the brand reputation had been affected seriously. It meant that BA has some problems about its change management. This academic report contains

This way of dealing with things may not go through as well with other organizations. Also this may sometime in the future not workout so well with American Airlines as well.

British Airways (BA) is a company that encountered several difficulties back in the 1970’s and 1980’s. The poor performances of the organization, was leading the company to failure. BA was offering a service that even though it accomplished the mission of the company, was not providing customer satisfaction. The organization was not taking into consideration the needs of the costumer and was not providing an acceptable customer service experience. “Productivity at BA in the 1970s was strikingly bad, especially in contrast to other leading foreign airlines” (Jick, Peiperl, 2010, p.28). Due to numerous changes, the company increased their revenues and became a respectful and well know organization.

The Spring Airlines is one of the low-cost carriers (LCC) in China and was established in 2005. The Spring Airlines is a subsidiary of China Spring Group. Under the Group, there is a travel agency called Shanghai Spring International Travel Service Ltd. which provides a stable amount of passengers to the airline. The Spring Airlines is based in Shanghai and owns 46 A320 aircrafts. It serves around 58 inbound routes, and 10 regional and international routes. The regional routes include cities like Hong Kong and Macau, while international routes include countries such as Japan, Thailand, Korea and Singapore (Spring Airlines, 2014).

SIA has long been considered an innovator and driving force in services provided by major airlines. This dedication to serving the customer has been long ingrained into the employees at SIA, dating back to the company lore of providing the first inflight service when a pilot passed around a flask to the passengers within the cabin (Jick, T. & Peiperl, M., 2011.) This lore however, has been an integral part of the model employed by SIA: while customer service is led by those employees on the frontlines, it is ultimately provided by every employee. SIA realized this and began implementing customer service training programs to every department/ or job throughout the organization, integrating the emphasis on customer service needs into every aspect of the organization, to where it has become the norm (Anonymous, Strategic Direction, 2009.) Not only did SIA implement training programs such as “Transforming Customer Service” but SIA also allowed (and