Organizational Diagnosis
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Organizational Diagnosis
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of UAL and Southwest
Taoran Zheng
Abstract
Diagnosis of United Airlines Organizational Design based on the characteristics of analytical model presented in Burton et al. (2006).
Table of Contents I United Airlines’ Organizational Design Diagnosis 3 I.1 Goals 3 I.2 Strategy 3 I.3 Environment (complexity) 4 I.4 Configuration 5 I.5 Task Design 5 I.6 People 6 I.7 Leadership Style 7 I.8 Climate 8 I.9 Control/Coordination 8 I.10 Culture 9 I.11 Summary 9 II Works Cited 11
I United Airlines’ Organizational Design Diagnosis
Goals
According to Burton’s model, United Airlines is in the high efficiency but low effectiveness quadrant also known as quadrant B (Burton et al., 2006).
Currently, UAL focuses mainly on efficiency and emulates new products offered by other airlines in an attempt to increase its effectiveness. However, the main focus is to lower costs by lowering the pay of their employees and increasing efficiency through more efficient fuel use. One such program United uses to achieve its high efficiency is NextGen Air Transportation System. According to the website, “NextGen plans to reduce jet fuel consumption by transforming air traffic control from a ground-based system to a satellite-based system that enables more efficient flight planning” (www.united.com). NextGen Air Transportation System outlines United’s commitment to efficiency through improved air traffic control processes.
Strategy
Following the Burton et al. (2006) model, UAL’s strategy is that of an analyzer without innovation. This strategy is defined as high on exploitation but weak on exploration. The same model defines the analyzer without innovation strategy as similar to the defender strategy but with a passive innovation or copy strategy. We consider the company high in exploitation because it focuses on
Organizational Diagnosis
-------------------------------------------------
of UAL and Southwest
Taoran Zheng
Abstract
Diagnosis of United Airlines Organizational Design based on the characteristics of analytical model presented in Burton et al. (2006).
Table of Contents I United Airlines’ Organizational Design Diagnosis 3 I.1 Goals 3 I.2 Strategy 3 I.3 Environment (complexity) 4 I.4 Configuration 5 I.5 Task Design 5 I.6 People 6 I.7 Leadership Style 7 I.8 Climate 8 I.9 Control/Coordination 8 I.10 Culture 9 I.11 Summary 9 II Works Cited 11
I United Airlines’ Organizational Design Diagnosis
Goals
According to Burton’s model, United Airlines is in the high efficiency but low effectiveness quadrant also known as quadrant B (Burton et al., 2006).
Currently, UAL focuses mainly on efficiency and emulates new products offered by other airlines in an attempt to increase its effectiveness. However, the main focus is to lower costs by lowering the pay of their employees and increasing efficiency through more efficient fuel use. One such program United uses to achieve its high efficiency is NextGen Air Transportation System. According to the website, “NextGen plans to reduce jet fuel consumption by transforming air traffic control from a ground-based system to a satellite-based system that enables more efficient flight planning” (www.united.com). NextGen Air Transportation System outlines United’s commitment to efficiency through improved air traffic control processes.
Strategy
Following the Burton et al. (2006) model, UAL’s strategy is that of an analyzer without innovation. This strategy is defined as high on exploitation but weak on exploration. The same model defines the analyzer without innovation strategy as similar to the defender strategy but with a passive innovation or copy strategy. We consider the company high in exploitation because it focuses on
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