Qantas Understanding Organisations Essay

Qantas Airways is the major airline carrier in Australia and is the leading airline not just in Australia but the whole world. Qantas is a major airline known all around the world that delivers to their customers and wants to constantly improve their performance. Qantas has been a major developer in the airline business since they were founded in 1920. They have had some major success within the business for over ninety years, however, over the past ten years they have experienced some major challenges which have put the business and leadership of CEO Allan Joyce into question. This report outlines the challenges they have faced in they have faced in the post maturity stage in the business life cycle which include the 2011 Qantas Industrial Disputes and the 2013/14 Qantas loss of profit, how they have been able to overcome those challenges and influences, both internal and external.

The main focus of this report is to identify the legal classification, the characteristics, the life cycle stage of Qantas and one internal and external stakeholder that is affected by the activates of Qantas. The legal classification describes that Qantas is a public company and has changed its legal classification in the growth and maturity stages of the business life cycle. The characteristics of Qantas talks about the company's industrial classification and sector classification. The business life cycle is explained and gives reason why Qantas is in the renewal stage of post maturity. There is also description of one internal and external

Established in 1920, Qantas is the world's 11th largest airline and the 2nd oldest. It was founded in the Queensland outback as the Queensland and Northern territory Aerial Service (QANTAS) Limited, by pioneer aviators Hudson Fysh, Paul McGinness and Fergus McMaster. Qantas was a former government owned business; it did not view profits or efficiency as its prime goal. In 1993 a 25% stake was sold to British Airways. Qantas was privatised in 1995 and has had to adopt management practices to overcome both internal and external influences and had to change its narrow-minded culture. Although Qantas is primarily a passenger airline, air freight is also an integral part of its core business. Other Qantas

for the half-year ended 31 December 2011, a decrease of $215 million compared with the prior corresponding

Qantas is one of the most recognised and longest running Australian companies. It is the world’s second oldest airline, and has a successful history to uphold (Qantas Web Site, 2008).

Qantas is one of the major companies in Australia, and also is an important part of the airline global industry. However, this report suggest that, it is not an appropriate time to invest in this company, because the company is going through financial

Ford’s industry and manufacturing plants give their company a mechanistic structure. As a result, decisions are handed down from the top of the ‘power hierarchy’ and work procedures are mostly standardized and simplified. Following from that categorization, Lawrence and Lorsch were quoted to believe that the better a company’s social structure fits its environment, the higher their rate of success. Implying Ford would succeed better if its mechanistic structure were to change and mould to the volatility of its environment.

As explained previously by Lipman (2007) board sizes should vary between no less than four directors or greater than ten. As outlined on Qantas.com.au (2015) Board of Directors are currently made up of nine members and in February 2015 will become ten members of which 9 will be INED and the CEO.

Qantas was founded by the Paul McGinneses, Hudson Fysh, Fergus McMaster and Authur Braird in Winton, Queensland on November 1920. Qantas is one of the largest airline in Australia and one one the oldest airline in the world. The story began when Paul Mc Ginnes and W Hudson Fysh heard of the award of $20,000 prize offered by the Government for the first Australians to fly in 30 days from England to Australia. The company was established under the name of The Wstern Queensland Auto Aero Service Limited, abbreviated to the ‘ QANTAS’.

Qantas airline is Australia’s largest airline and one of the oldest in the world. Its history goes back to when the Australian defence department asked the collaboration of two former Australian officers to survey and provide supplies to participants of an air race competition. After the successful completion of such assignment, both officers embarked on an ambitious project and founded their very own airline company; the Queensland and Northern Territory Aerial Services Limited (Qantas) a small airline company in Australia.

These main business objectives help the airline to focus on deliver quality services of the customers. Qantas main business is passengers transports and it is the world’s second oldest airlines. Qantas group operates approx 5600 flights in a weak in 59 cities of regional areas. Internationally, the group operates around 970 flights (Qantas-630 and Jetstar-340) in 44 counties 182 destinations. Moreover, through operations the group focused on five key elements that are right aircraft or right

The weakness of Qantas lies in the management and their lack of investment in their employees. The management weakness can be seen in many of the financial and operational issues. Qantas faces several Industrial disputes which the company’s competitors do not experience. These issues affect the interior structure and the external opportunities to gain new customers. This also makes this their biggest

Founded in the Queensland mainland in 1920, Qantas has grown to be the Australia 's largest domestic and international airline. Qantas has built a strong reputation in safety,

On April 2013, it is a milestone for Qantas airways in its history that Qantas ended their

The very nature of increasing globalisation within an industry causes a decrease in predictability and increases complexity. The management of complexity is a goal for a successful manager and requires not only using traditional organisational processes of an "organisation's design, detailed lists of assets and financial projections" but it requires an organisation "collaborating, discovering, architecting, and systems thinking" (Lane, 2006, p4); this is often a new way of thinking for managers.