Organizational Behavior in Airasia

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1.0 INTRODUCTION……………………………………………………………1
1.1Background of AirAsia Berhad…………………………………………1
1.2AirAsia’s Achievement………………………………………………….2

2.0CONTENT……………………………………………………………………3
2.1Decision Making Model & Theory………………………………………3
2.1.1SWOT Analysis…………………………………………………3
2.1.2The Six-Step Rational Decision-Making Model…………………4
2. 2AirAsia’s Practices & Operations in Decision Making………………….5
2.2.1Operation of SWOT Analysis………………………………….5
2.2.2Operation of The Six-Step Rational Decision-Making Model
(Employee)………………………………………………………7
2.2.3Operation of The Six-Step Rational Decision-Making Model
(Organization)……………………………………………………8
2. 3Pros & Cons in Application of Decision Making Model & Theory……..9
2. 3.1Pros & Cons in Application of SWOT Analysis…………………9
2.3.2Pros & Cons in Application of Six-Step Rational Decision-Making
Model……………………………………………………………10

3.0RECOMMENDATIONS.……………………………………………………12

4.0CONCLUSION.……………………………………………………………….13

REFERENCES
1.0INTRODUCTION
1.1Background of AirAsia Berhad

AirAsia is one of the leading low-cost airline companies in the world, connecting people and places across 132 routes, 40 of which are offered by no other airline. In 2010, the Group, which includes affiliates AirAsia Thailand and AirAsia Indonesia, reinforced its leadership position with two remarkable milestones: flying its 100 millionth guest and breaking the RM1 billion profit barrier.

From an airline with two aircraft plying six routes in Malaysia in January 2002, AirAsia has soared in the last nine years to cover 65 destinations in 18 countries. Today, AirAsia is employing more than 8,000 staff and with market capitalisation of over RM7.06 billion. It is the only Truly ASEAN airline, serving 600 million population from the region with 10 hubs in three countries. The quest to democratise air travel began when Tune Air Sdn. Bhd. – founded in 2001 by Tan Sri Tony Fernandes bought over the loss-making, debt-riddled AirAsia from DRB-HICOM Berhad for a token sum of RM1. The enterprising group quickly settled the airline’s debts and set about rebranding and relaunching AirAsia as a low-fare carrier.

The Group’s entire business model centers on a low-cost philosophy which requires its operations to be simple and efficient. Several key strategies have been employed towards this effect, including high aircraft utilization, low fare and no frills, and point to point network as well.

AirAsia focuses on high frequency and high turnaround of flights, both of which add to customer convenience and greater cost efficiencies. Its turnaround of 25 minutes is the fastest in the region. While low fare and no frill means no frequent flyer miles or airport lounges in exchange for lower fares. Guests have the choice of paying for in-flight meals, snacks and drinks. All short-haul AirAsia flights (four-hour flight radius or less) are non-stop, doing away with the need for human resources, physical infrastructure and facilities at transit locations.

1.2AirAsia’s Achievement
Table 1.1 Achievement of AirAsia Year 2010 & 2011

|Year 2011 | |[pic] |• | | |• | | |World’s Best Low Cost Airline | | |Best Low Cost Airline – Asia | | |by Skytrax...
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