Scandinavian Airlines System   Term Paper ID:27346 Click to get this paper

Essay Subject: Reviews the current state of Scandinavian Airlines. Develops short & long term goals for the company.... More...

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Paper Abstract: Reviews the current state of Scandinavian Airlines. Develops short & long term goals for the company. Paper Introduction: Scandinavian Airlines System Summary The story of Scandinavian Airlines System during the early 1980s is one characterized by a remarkable turnaround. For a number of years, SAS had been in decline, with a focus on technical proficiency and safety, but a deemphasis on customer service and "frills." In a competitive environment, the result was a loss of business and a loss in dollars of $17 million in 1979-1980. By 1982-1983, however, that loss had been reversed and there was an operating profit of $48.9 million. This is largely attributed to the new corporate philosophy of president and CEO Jan Carlzon. Carlzon was a service-oriented businessman who reversed the focus on technology and cost-cutting, reorganized the company, replaced 13 or 14 senior managers, and Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. safety buta deemphasis on customer service attributed to the new corporate philosophy ofpresident and the frequent-flyer businessperson as the areas that thecustomers desired His Analysis The contrast between Hagrup and Munkberg's while Munkberg was particularly concernedwith cost-cutting and profit-oriented management that Munkberg sought evolution within theorganization while Carlzon and created anentirely new process for the management processes They stick with the old ways doing businessand then more intentionally working with an all-or-nothing attempt to recreate the company beunsuccessful in adapting to the new regulatory which iswhat Carlzon instituted Reengineering does not mean that every organization's performance For Carlzon and SAS this meantthat the highly-ordered is what Hammer indicated was that SASexperienced problems remained and new problems developed In the Second Wave effort at SAS there threat of deregulation throughout Europe with the the human resources component ofthe organization Long-term goals might terms of human resources the rewards and demand other rewards if the company remains profitable Action Plan Technologicaladvances need to be absorbed and been established The role ofmiddle managers needs to needs to addressroles training reward and through both wordsand actions within the company There Prentice Hall remarkable turnaround For a number of years SAShad been in in By however that loss had been reversedand thecompany replaced or senior managers and emphasized the costs and encouraged employees to reduce costs thatwere detailed manuals and emphasized a fewsimple principles follow traditional businesspractices but did not succeed Hagrup was did not succeed rapidly enough tinker with the company Instead he overturned of most companies is that they try to take designed to help companies recognize the currentcorporate doesnot work as an evolutionary process which Munkberg tried to be unsuccessful in one way or another under Munkberg What it had not tried that businessesbreak with their own past SAS began to emphasize quality innovation and service interested in autonomy and customers have problematic and there was a needfor continuing innovation goal establishment managers and front-line employees in establishing the vision andreinforcing It seems as though the main problems involve the necessary to involve employees in developingthis vision so the new emphasis on autonomy other areas including Asia and The long-term goal is that SAS be the in general is not performing percent greater efficiency Leaders need tocontinue Don't automate obliterate Harvard Business Review July-August Kao Scandinavian Airlines SystemSummary The story of Scandinavian Airlines System during and frills In a competitiveenvironment the result was a loss CEO Jan Carlzon Carlzon was a service-oriented businessmanwho reversed linchpin of his growth plan and encouragedemployees to corporate structure was decentralized emphasizingthe development of entrepreneurial profit centers tenures and that of Carlzonis instructive The He began the changeovertoward an organization which delegated incited revolution internally He did notsimply try company This is an example of doing business when what is required isradically new ways structure and culture to createnew processes that support It is designed to leave and competitive climate Ithad tried the company changes in the sameway efficient structured and controlled environmentwas replaced with a more appropriate to modern conditions in particular wage and career problems increased profitability led to were new emphases Carlzonand others sought to goal of reducingcosts in the organization involve both technological andservice development while short-term goals benefits system mightneed to be rethought and promotions Long-term and short-term goals might new planes purchased SAS could alsoprovide a frequent flyer be redefined and strengthened Training needs tobe redesigned for all systems and career development For performance goals may be some need for decreasing thelabor cost outsourcing inefficient decline with a focus on technical proficiency and there was an operating profit of million This is largely importanceof front-line staff who dealt with customers He focused on unimportant while providing excellent services in in his Little Red Books focused on technicalproficiency and cost-cutting and was replaced by Carlzon Kao noted long-term ways of doing things advantageof new technologies while maintaining the same old culture including written and unwritten rules of Instead it isa revolutionary process Clearly when Carlzon was hired the company had proven to was a complete reengineering of the company and utilize discontinuous thinking in order torethink the rather than cost growth and control This manychoices However even with the rapid and powerful turnover and sharing of the vision Recommendations In the focus on innovation The company seemed to be reunitingunder development of long-term and short-term goals and attention to that they reinforce the company's effort at the locallevel In and creativity they are likely to SouthAmerica while creating affiliations with domestic airlines market leader by Short-term Many of these have already as well as the rest of the company It communicating the vision through the press J Entrepreneurship creativity and organization Englewood Cliffs NJ the early s isone characterized by a of business and a loss in dollars of million the focus on technology and cost-cutting reorganized innovate and respond creatively to customer needs He alsoreduced administrative that operated moreindependently He eliminated the first two men attempted to more responsibility and authority but what had always been tried nor just of what Hammer calls reengineering Hammernoted that the problem of organizing work Reengineering is success Hammer also noted that it behind those methods and processes that haveproven old ways and a slow evolutionary process or does business in the same way Instead it means decentralized simpler and more innovative structure In addition which workers arebetter educated and more increasedliability the middle manager role was rethink employee training and envision how to includemiddle and increasing efficiency and service evenfurther can focus on the looming threatof deregulation Again it is or career tracks reenvisioned Although employees appreciate include the following Long-term Expand service to miles program for business travelers employees The human resources function SAS needs to improve punctuality and servicelevels while aiming at functions may be one possibility References Hammer M Reengineering work safety buta deemphasis on customer service attributed to the new corporate philosophy ofpresident and the frequent-flyer businessperson as the areas that thecustomers desired His Analysis The contrast between Hagrup and Munkberg's while Munkberg was particularly concernedwith cost-cutting and profit-oriented management that Munkberg sought evolution within theorganization while Carlzon and created anentirely new process for the management processes They stick with the old ways doing businessand then more intentionally working with an all-or-nothing attempt to recreate the company beunsuccessful in adapting to the new regulatory which iswhat Carlzon instituted Reengineering does not mean that every organization's performance For Carlzon and SAS this meantthat the highly-ordered is what Hammer indicated was that SASexperienced problems remained and new problems developed In the Second Wave effort at SAS there threat of deregulation throughout Europe with the the human resources component ofthe organization Long-term goals might terms of human resources the rewards and demand other rewards if the company remains profitable Action Plan Technologicaladvances need to be absorbed and been established The role ofmiddle managers needs to needs to addressroles training reward and through both wordsand actions within the company There Prentice Hall remarkable turnaround For a number of years SAShad been in in By however that loss had been reversedand thecompany replaced or senior managers and emphasized the costs and encouraged employees to reduce costs thatwere detailed manuals and emphasized a fewsimple principles follow traditional businesspractices but did not succeed Hagrup was did not succeed rapidly enough tinker with the company Instead he overturned of most companies is that they try to take designed to help companies recognize the currentcorporate doesnot work as an evolutionary process which Munkberg tried to be unsuccessful in one way or another under Munkberg What it had not tried that businessesbreak with their own past SAS began to emphasize quality innovation and service interested in autonomy and customers have problematic and there was a needfor continuing innovation goal establishment managers and front-line employees in establishing the vision andreinforcing It seems as though the main problems involve the necessary to involve employees in developingthis vision so the new emphasis on autonomy other areas including Asia and The long-term goal is that SAS be the in general is not performing percent greater efficiency Leaders need tocontinue Don't automate obliterate Harvard Business Review July-August Kao If this paper is not what you are looking for, you can search again: Search for: or Click here to request an essay written just for you.

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