Analysis and Diagnosis of Alaska Airlines: Navigating Change
In your final project, you will be developing a change plan for Alaska Airlines. In order to begin developing this change plan, you will need to analyze the case study and diagnose the problem.
This discussion will help you to become more familiar with the six parts of the Analysis and Diagnosis section of the final project case study:
Problem
Impact
Organizational Needs
Variables
Underlying Causes
Gaps
Choose one of the parts above and become an ‘expert’ on that part of the Final Project and the information related to that part from the case study. For your initial post, identify which section you are an ‘expert’ on, summarize your understanding of what is being required of you for your chosen part as well as related content from the case study, and address the corresponding prompt for your section, located in the Final Project Guidelines and Rubric document under critical element I: Analysis and Diagnosis.
Be sure to read all of your classmates’ initial posts in order to gain a better understanding of the case study and to compare it with your own understanding. You will be ultimately responsible for understanding all the different parts of the analysis and diagnosis for the final project (Section I, A–F), but this collaboration from your peers will help you get started.
Respond to at least two of your peers with any questions you have about their analysis and diagnosis, and compare their answer to your own understanding of the case.
To complete this assignment, review the Discussion Rubric document.
Discussion: Analysis And Diagnosis Of Alaska Airlines: Navigating Change
Student’s Name
Institutional Affiliation
Course
Professor’s Name
Date of Submission
Discussion: Analysis And Diagnosis Of Alaska Airlines: Navigating Change
Alaska Airlines was at an all-time low in terms of operational efficiency. In August of 2007, Alaska Airlines' leadership team members met to address operational challenges and how they affected the airline's profitability. This meeting included the company's chief counsel and executives from Marketing and Planning, Employee Services, the CEO, executive VPs, the airport service, maintenance engineering, and chief counsel.
Alaska Airlines, based in Seattle, was having problems, with only 60% of flights arriving on schedule and the Department of Transportation reporting that 7 out of 900 passengers' luggage were mishandled. They improved from 71% to 75% on-time flights, with only four mishandled bags out of 1,000 passengers (Gabrielian et al., 2021). However, the situation was still delicate because the ground crew managed bags and provided ground service in between flights. Customer satisfaction and trustworthiness were affected by the lousy DOT metrics. The company was a four-million-dollar organization losing money, had an unstable consumer reputation, had severe problems with its main center in Seattle, and had issues with two large groups of employees.
In this period, Pilots did not execute operational adjustments because they were disheartened after receiving a 20% pay cut, which caused a superfluous slowdown of work due to issues like reporting maintenance concerns at the last time (Gabrielian et al., 2021). Employee involvement was hindered by unsteady contract discussions with other labor groups, and the slope manager's hands-off approach to ramp operations oversight resulted in a lack of equipped awareness. Despite Alaska Airlines' success in the 1990s, Ray Vecci, its CEO from 1991 to 1996, challenged the mandated Departure on Time (DOT), stating the carrier had its operational strategy. Instead of addressing the problem of late departure, the CEO blamed the system rather than dealing with the root cause of ...