Essays on Aviation Industry Organization Case Study

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The paper 'Aviation Industry Organization' is a great example of a Management Case Study. The global aviation industry is one of the most dynamic industries in the world. Owing to the rise in globalization trends, air transport around the world has risen tremendously, leading to direct growth in the aviation industry. The increased traveling is seen in both domestic and international markets; an occurrence that has seen the emergence of small carriers who focus on domestic flights. Moreover, global carriers have also resorted to tapping domestic and regional markets owing to the eminent need to embrace sustainability.

Ideally, it can be acknowledged that the global aviation industry is very competitive (Thomas 2013, p. 2). Out there in the market, organizations are outdoing each other in service delivery, customer service, technology among other key elements associated with the industry. Because of this reason, it is of utmost importance that an organization develops and maintains a good management system; one that ensures that it has a competitive edge over the others. In this aspect, it is important to note that management have a direct influence on the performance of a company.

The following report will give an insight into management in the aviation industry with reference to Kingfisher airlines; one of the recent entrants India’ s aviation industry. 2.0 Kingfisher Airlines Kingfisher Airlines was started in 2003. It is based in Mumbai and has risen to be the fifth-biggest Indian Airline. The company operates in both the domestic and international markets. The airline connects major cities in India together in addition to other cities around the world. The airline is owned by a united Breweries group which is based in Bangaluru.

Its first flights were in 2005 and connected Mumbai and New Delhi. Four Airbus A320 200s planes backed the operations. Its international operations started in 2008 when the flight started flying to Europe, connecting Bengaluru and London (Khattar 2012, p. 1). Over time, Kingfisher Airlines has grown to provide above 100 daily flights both India and International destinations. The organization provides experience to its customers via three service classes namely; Kingfisher first which is equivalent to the business class, Kingfisher Class which is equivalent to the Premium economy and Kingfisher Red which is equivalent to the low fare class (Kingfisher Airlines 2013, p. 1).

Key to its strategic management practices is its organizational vision whose aim to ensure that the company continuously provides safe, enjoyable, and value-orientated experiences to all its customers. Key to this vision is its organizational values which are safety, happiness, service, accountability, and teamwork (Kingfisher Airlines 2013, p. 1). The following sections will analyze key management aspects with respect to the company. 3. Organizational Structure United Brewers, an alcohol brewing company located in India, owns kingfisher Airlines.

The company got its name from a famous beer named Kingfisher, which is a brand associated with the brewing company. The chairperson of the company is Vijay Mallya, a renowned brewer. The company is managed by a board of directors. The board of directors of the airline company is answerable to the United Brewer’ s group. Under the board of directors are the CEO, managers, and other executive personnel.

References

Anand, N., & Daft, R., 2007. What is Right Organisation Design? Organisational Dynamics, Vol. 36, No. 4, pp. 329 - 344

Khattar, C., 2012. Kingfisher Airlines, A Case Study, Retrieved on 11th August from http://www.slideshare.net/ckhattar/kingfisher-airlines-a-case-study

Kingfisher Airlines, 2013. About Us, Kingfisher Airlines. Retrieved on 11th August from http://www.flykingfisher.com/about-us/vision-values.aspx

Thomas, J., 2013. Aviation Insights Review (AIR) – 2013 Global Industry Performance Update, L.E.K. Vol. XV, no. 8, pp. 1-4

Wyman, O., 2010. Strategic Organisation Design, An Integrated Approach, Delta Organisation and Leadership, pp. 1- 15

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