Organizational development case study
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Organizational development case study

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Case study about JetBlue Airways..

Case study about JetBlue Airways..

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    Organizational development case study Organizational development case study Presentation Transcript

    • BY :ZULFADLI OTHMAN MESNAN SUPA’AD NAJMINA MD ISA
    • MOTTO : “TO BRING HUMANITY BACK TO AIR TRAVEL” JetBlue was incorporated in Delaware (August 1998) Founded by David Neeleman in February 1999 under the name “NewAir”. Southwest’s approach : low-cost travel, in- flight entertainment, TV on every seat & satellite radio.
    • ROUTE OPPORTURNITIES JetBlue make record profit with new additional route opportunities2004-N Y City to Dominican Republic, Bahamas2005- NY City to JFK- Boston ‘s Logan Airport2006- NY City to Westchester, Bermuda Aruba
    • SOC- System Operations Centre Comprised of 5 teams (Maintenance Control, System Control, Crew Services & BlueWatch-security) By fostering an environment that puts crewmembers first had bring them problems:-  Bad customer services  Disgruntled employees Other problems:-  Main competitors  Culture shift  Outdated processes
    • Cont… Organizational Changes  Turnover in leadership  Expansion into international markets  Increased no. of departures  Introduction of a new fleet type External Pressures  Bankruptcy  Increased fuel prices  Increasing number of low-cost carrier
    • Flight Selected
    • Percentage of Flight Diverted
    •  Partnership between SOC and OD team OD team  Denison Consulting, LLC  JetBlue University (airline’s centralized learning group) Denison Consulting LLC founded by Daniel R. Denison, PhD & William S. Neale M.A Headquartered in Ann Arbor, Michigan, San Diego, Shanghai and Zurich. Developed a research-based model and tools to improve organizational performance by improving corporate culture and leadership.
    • Project Overview
    •  OD consultant met regularly with SOC leadership team to educate about role of leadership and develop strategies. “Walk the talk” in order to capture the hearts & minds of crewmembers and bring credibility to the effort. Weekly action planning meeting. “Roundtable” to get frontline crewmembers – real- involved in the charge process. The Directors took turn facilitating the meeting, symbolizing their buy-in and commitment to the initiative.
    • After the weekly sessions, action planscreated based on 5 KEY THEMES1. Goals and Objectives2. Crewmember Development3. Customer Focus4. Willingness to Change5. Guidelines
    •  Created a positive atmosphere in the working meeting Met the needs of the SOC crewmembers Follow-up with Denison Survey - 6 month after the launch of the project. DOCCMS allows organizations to monitor progress using 4 indexes.  ADAPTABILITY  MISSION  CONSISTENCY  INVOLVEMENT
    • Denison Organizational CultureChange Monitor Survey (DOCCMS)
    • Comments from crewmembers
    • JetBlue Growth 2000-2008
    • Incremental OTA Flight Traffic
    •  JetBlue plans to continue their work with DOCCMS. Use the survey annually to assess strengths & weaknesses. OD consultant set the foundation  Delegating key tasks to stakeholders  Having clear sponsorship  Accountable leaders  Creating high performing culture Possibility of late-arriving aircraft is avoided because the SOC communicate to each other efficient, effective manner.