Since its official formation dating back to 1947, Singapore Airlines have founded its business on world-class service quality in the airline industry. Such a reputation is built on core aspects of the airlines service delivery which includes features like the friendly service, prompt flights and in-flight entertainment system. As consumers, we only see these final outcomes and therefore, often forget that these qualities are a product of much planning, trial and of course - teamwork. The efficient, continuous use of teams throughout the business is a fundamental tool in which Singapore airlines is able to deliver `quality' to its customers. More specifically it is the way that the team operates and the values instilled within those teams that make them so effective. By designing and training these teams to be highly motivated, creative, able to communicate and equipped with comprehensive decision making skills, Singapore Airlines are able to achieve high performance.
First and foremost let's examine how SIA's team is designed. Firstly, the issue of task interdependence can be applied. Task interdependence is the degree which a task requires employees to share common inputs or outcomes, or requires them to interact in the process of executing their work. In relation to how SIA operates we can certainly see a high level of interdependence. For example, when customers arrive at the airport they have to check-in through the counter. If there are delays at this stage, personnel in customs and onboard the plane may have to deal with agitated customers and subsequently run into difficulties. The check-in staff sets the foundation for the service provision to begin and therefore employees from that point onwards are dependant on its efficiency. It is also important to note that Singapore airlines staff have aligned goals of providing top quality customer service. Such an outcome is made possible by the utislisation of various training centers within the company which unifies employee direction and motivation (Cabin Crew, Flight Operations, Commercial and Management Development).
Team Size and Composition is also relevant. IN terms of team size SIA is able to achieve efficiency by appropriately building `right' size teams. What this implies is that the team size is optimal for efficiency in that they are large enough to perform the necessary tasks and small enough to maintain efficient coordination. An example of this is the 15-20 onboard hosts/hostesses who are onboard the B777-200 aircraft. This allocated team size is appropriate for the environment in that it allows for the employees to be able to communicate with each other effectively and also perform all the tasks needed. Singapore Airlines also promotes team diversity. One of their most notable team design characteristics is how they effectively use both homogenous and heterogeneous teams. For example, heterogeneous teams are utilised in their Product Innovation Department which requires more complex decision making whereas homogenous teams are used more on the operational level (onboard) as they tend to be more effective in the response time and emergency problems.
Singapore Airlines attaches a very high priority to the concept of communication in their operating activities. This stance predominates because they view their employees, contractors and agents as critical components of their success. The application of communication in regards to this company can be broken into two parts, external and internal. External communication refers to the airlines ability to influence its reputation and its portrayal to customers. It also refers to improving customer relations with innovations in physical communication.
External communication has been as integral to Singapore Airlines success, if not more, than internal communication. Singapore Airlines prioritised in consistent brand image to the public. This strategy has been...
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