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Airline Management and Organization
Published in John G. Wensveen, Air Transportation, 2016
Departmentalization. Departmentalization is the practice of subdividing both people and functions into groups within an organization to gain the advantages of specialization. Many terms are used for such groups, including administrations, departments, divisions, regional offices, sections, and units. The extent to which an airline is departmentalized depends on the size of the carrier, the complexity of its operations, and its route structure. In other words, in preparing an organizational plan, it is necessary to decide the extent to which tasks are to be subdivided. In a small commuter carrier, the marketing department might consist of 25 people who are involved in everything from schedule planning to soliciting new cargo accounts. In a carrier the size of United Airlines, with 25,000 employees engaged in the marketing function, there is considerable division of labor through departmentalization.
Airline Management and Organization
Published in John G. Wensveen, Air Transportation, 2018
Span of Control. The principle of span of control states that there is a limit to the number of subordinates a manager can effectively supervise. It is impossible to specify the exact number of subordinates that a manager can supervise for each situation, for that depends on such variables as (1) the type and complexity of work being performed, (2) the manager’s ability, (3) the training of subordinates, (4) the effectiveness of communications, and (5) the importance of time. A customer services agent at an airport might effectively supervise 20 ticket-counter agents, whereas a senior analyst in the revenue accounting department might supervise only three junior analysts due to the analytical nature of the work involved. Departmentalization. Departmentalization is the practice of subdividing both people and functions into groups within an organization to gain the advantages of specialization. Many terms are used for such groups, including administrations, departments, divisions, regional offices, sections, and units. The extent to which an airline is departmentalized depends on the size of the carrier, the complexity of its operations, and its route structure. In other words, in preparing an organizational plan, it is necessary to decide the extent to which tasks are to be subdivided. In a small commuter carrier, the marketing department might consist of 25 people who are involved in everything from schedule planning to soliciting new cargo accounts. In a carrier the size of United Airlines, with 25,000 employees engaged in the marketing function, there is considerable division of labor through departmentalization.
Organizational Structure and Culture
Published in Davies A. Igberaese, Introduction to Project Management, 2023
There are some elements crucial to the structuring of an organization, key among which are the following: Chain of Command, i.e. the reporting relationship or pattern of authority. This clarifies the lines of responsibility for each and every member of the organization.Span of Control, which gives an idea of the number of individuals or groups effectively under the control of a manager or supervisor. The span of control could be narrow or wide depending on the number of subordinates a superior can effectively manage. This in turn is determined by the similarity and complexity of functions supervised, the physical locations of the subordinates, and the level of coordination.Work Specialization, i.e. the extent to which works are sub-divided such that an individual can take on an identifiable unit of job. This is geared towards increased efficiency.Departmentalization, i.e. the grouping of jobs into autonomous work units or departments for easy coordination. For efficient operations, departmentalization can be organized along functional lines and or by product, or its process stages, customer type, market segment, or by location.Degree of Centralization, which defines how the decision-making authority is placed within the organization. It could be concentrated at a single point (top level) or decentralized to the lower levels.Extent of Formalization, i.e. the standardization of rules, regulations, and procedures directing the conduct of personnel in the organization. Where the extent of formalization is high, there are explicitly laid-down rules, procedures, and job descriptions offering little input to be made or very minor discretion to be exercised by the employees of the organization.
Logistics and supply chain management reorganisation via talent portfolio management to enhance human capital and resilience
Published in International Journal of Logistics Research and Applications, 2023
Yin-Hung Chen, Chia-An Chen, Chen-Fu Chien
To cope with the increasing supply chain risks, the managers have to make difficult decisions about supply chain resilience and reconfiguration involved in the issue related to organisational risk such as strikes and production loss, IT system uncertainties, demand uncertainty and environmental risk (Naimi et al. 2022). Knowledge workers are critical assets for modern enterprises to maintain growth, profitability and competitive advantages. Human capital refers to the economic value and performance of team members, which can be enhanced via optimal portfolio management of talents. Pyramidal hierarchies are conventionally employed by various organisations (Hart and Moore 2005). Departmentalisation is the basis for grouping the jobs by functions, products, geography, process technologies and customers (Robbins and Judge 2013). Indeed, grouping by functions has the advantage of enhancing organisational efficiency by orchestrating the same types of specialists in the related functional departments.
Organisations as systems – difficulties in model development and validation
Published in Civil Engineering and Environmental Systems, 2018
Dividing the work into parcels or packages may lead to departmentalisation, that is the grouping of similar activities and people engaged on similar activities. Lesser and more specialised tasks are dealt with at the department level; overview considerations are dealt with at the coordinating level above the departments. Each organisation chart shows: departments and their functions (division and type of work), the relationships between departments, chains of command (managers and subordinates), channels of communication, and levels of management. On ascending the structure, generality replaces content; multilevel systems theory suggests that the subsystems contain the detail, and the detail is aggregated at higher levels. A person lower in a structure would have a higher technical to management ratio of work, while a person higher in a structure would have a lower technical to management ratio of work.