orignal master file st mgt
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Ehsan Zaib
Asad khaliq
Muhammad Tallal Sharif
Salman Shafique
Umair Imtiaz
Sarfaraz Durrani
Group Members
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Topic of Presentation
Case Study:
SOUTH WEST AIRLINES
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US based company
Founded on march 15, 1967
Positioned low cost
Headquarters in Dallas Texan
Largest in terms of passenger careers
3rd largest in terms of fleet
Operates 3510 flights daily
Description
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The freedom to fly
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The mission of Southwest Airlines is dedication to the highest quality of
Customer Service delivered with a sense of warmth, friendliness,
individual pride, and Company Spirit. To give ordinary people the
opportunity to fly.
To the employees
We are committed to provide our Employees a stable work
environment with equal opportunity for learning and personal growth.
Creativity and innovation are encouraged for improving the
effectiveness of Southwest Airlines. Above all, Employees will be
provided the same concern, respect, and caring attitude within the
organization that they are expected to share externally with everySouthwest Customer.
Mission statement
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CustomerCustomer ProductProduct&&
serviceSserviceS
MarketsMarkets TechnologyTechnology GrowthGrowth PhilosophyPhilosophy SelfSelfConceptConcept
PublicPublicImageImage
EmployeesEmployees
YESYES YESYES YESYES NONO YESYES YESYES NONO NONO YESYES
ComponentsComponents
Mission StatementMission Statement
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With our Advanced plains and up-to-
dated services, keeping track of our
competitors we can achieve
maximum market share
New
mission statement
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To have a conservative increase growth, capitalize and cutback
schedules of other airlines. To continue expanding
conservatively in long-haulsuccess.
Vision Statement
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Components
Vision Statement
What you Are?What you Are? Where you wantWhere you wantto be?to be?
What is the planWhat is the planto be there?to be there?
NoNo NoNo YesYes
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As being in airlines industry, We would like to increase our market shareand maximize our profit by customer satisfaction and there feedback.
New
Vision Statement
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In 2004 Southwest Airlines is fourth largest domesticcarrier, customer boarded
In 2002 they traveled in 58 cities and 30 states, it has
been 13 years in a row that they are profitable, even afterSeptember 11, 2001, net income fell 52.9 percent,Southwest was the only airline company that had a profit allthe other companies were in the red
Was the first airline to achieve the Triple Crown, they had
five difference Triple Crown dedicated to the Employees ofSouthwest Airlines for their excellent achievements.
Awards
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Destination to Destination
No connecting flights
Competitive Advantage
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Ensure highest quality Customer Service in the air or on the ground.
Ready to help customers under any circumstances.
Are there to ensure you make it from point A to point B safely
To stay the most successful with low-fare, high frequency point-to-point
carrier.
Goals and Objectives
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ASAD
KHALIQ
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EFE MatrixKEY EXTERNAL FACTORKEY EXTERNAL FACTOR WEIGHTSWEIGHTS
0.0 TO 1.00.0 TO 1.0
RatingsRatings
1 to 41 to 4
Weighted scoreWeighted score
OpportunitiesOpportunities
Key opportunity that the otherairlines have higher prices to the
destination that we are notcovering so its an opportunity of
market share that can becaptured
0.080.08 33 0.240.24
United Air lines bankruptcyprovided an opportunity to
capture the gap of that airline
customer.
0.100.10 44 0.400.40
Competitors are cutting back
there services. And we can
capture that market share
0.100.10 33 0.300.30
Every one require services at a
lower cost and easy point to
point destinations and we can use
these factors to capture market
share
0.250.25 33 0.750.75
Opportunity to Increase the span 0.100.10 33 0.300.30
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KEY EXTERNALKEY EXTERNALFACTORFACTOR
WEIGHTSWEIGHTS
0.0 TO0.0 TO1.01.0
RatingsRatings
1 to 41 to 4Weighted scoreWeighted score
ThreatsThreats
Well establishedWell establishedCompetitorsCompetitors
0.080.08 22 0.160.16
Security ProblemsSecurity Problems 0.080.08 33 0.240.24
Government policies (TaxGovernment policies (Taxrates)rates)
0.050.05 22 0.100.10
Air line policies (No ofAir line policies (No ofpassengers per plane)passengers per plane)
0.060.06 33 0.180.18
TotalTotal 11 3.073.07
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KEY internal FACTORKEY internal FACTOR WEIGHTSWEIGHTS0.0 TO0.0 TO
1.01.0
RatingsRatings
1 to 41 to 4Weighted scoreWeighted score
StrengthsStrengths
Point to point servicePoint to point service 0.250.25 44 1.001.00
Quality serviceQuality service 0.150.15 44 0.600.60
Cost of serviceCost of service 0.100.10 44 0.400.40
Skilled workforceSkilled workforce 0.110.11 22 0.220.22
IFE MATRIX
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KEY internal FACTORKEY internal FACTOR WEIGHTSWEIGHTS
0.0 TO0.0 TO1.01.0
RatingsRatings
1 to 41 to 4Weighted scoreWeighted score
WeaknessWeakness
No of Airplanes (FLEET)No of Airplanes (FLEET) 0.150.15 22 0.300.30
Span of BusinessSpan of Business 0.140.14 22 0.480.48
Cannot adopt strategies ofCannot adopt strategies of
other airlinesother airlines
0.100.10 22 0.200.20
11 3.203.20
IFE MATRIX
(Contd)
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South westSouth westAirlinesAirlines
continentalcontinental EmiratesEmirates
CSFsCSFs WtWt RatingRating WtdWtdScoreScore
RatingRating WtdWtdScoreScore
RatingRating WtdWtdScoreScore
Market shareMarket share 0.120.12 33 0.360.36 22 0.240.24 33 0.360.36
Prod. QualityProd. Quality 0.100.10 44 0.400.40 33 0.300.30 44 0.400.40
Cons. LoyaltyCons. Loyalty 0.100.10 22 0.200.20 22 0.200.20 22 0.200.20
Global Exp.Global Exp. 0.200.20 44 0.800.80 33 0.600.60 22 0.400.40
CPMCPM
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South westSouth westAirlinesAirlines
continentalcontinental EmiratesEmirates
CSFsCSFs (contd)(contd) WtWt RatingRating WtdWtdScoreScoreRatingRating WtdWtd
ScoreScoreRatingRating WtdWtd
ScoreScore
E-commerceE-commerce 0.080.08 22 0.160.16 22 0.160.16 22 0.160.16
Customer ServCustomer Serv 0.100.10 22 0.200.20 33 0.300.30 33 0.300.30
PricePricecompetitivecompetitive
0.120.12 44 0.480.48 22 0.240.24 33 0.360.36
Mgt. experienceMgt. experience 0.030.03 33 0.090.09 33 0.090.09 44 0.120.12
Point to pointPoint to pointserviceservice
0.150.15 44 0.600.60 22 0.300.30 11 0.150.15
TotalTotal 11 3.293.29 2.432.43 2.452.45
CPM
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EHSAN
ZAIB
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Financial Ratios
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Liquidity Ratio
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Liquidity ratioLiquidity ratio
1. Current ratio = Current Assets/Current LiabilitiesCurrent ratio = Current Assets/Current Liabilities=2601/2887=2601/2887
=0.900=0.900
2. Quick (acid-test) ratio = Cash + Accts Rcvbl / Current Liabilities2. Quick (acid-test) ratio = Cash + Accts Rcvbl / Current Liabilities
=1390+241/2887=1390+241/2887
=0.564=0.564
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Leverage ratios
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1. Debt-to-total assets ratio = Total Debt/Total Assets (Debt Ratio)
=7011/13460
=0.5208
2. Debt-to-equity ratio = Total Debt/Total Equity
=7011/6449
=1.087
3. Long-term debt-to-equity ratio = Long-term Debt/Total Equity
=1567/6449
=0.242
4. Times-interest-earned (coverage) ratio = Profits B.I.T./Total interest
=790/128
=6.171
Leverage ratios
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Activity ratios
A ti it ti
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1. Fixed assets turnover = Sales/Fixed Assets
=9086/13859
=0.655
2. Total assets turnover = Sales/Total Assets
=9086/13460
=0.675
Activity ratios
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Profitability Ratios
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1. Gross profit margin = Sales-C.o.G.S./Sales
=9086-8152/9086
=0.102
2. Operating profit margin = EBIT/Sales
=790/9086
=0.086
3. Net profit margin = Net income/Sales
=499/9086
=0.0544. Return on total assets (ROA) = Net Income/Total Assets
=499/13460
=0.037
Profitability Ratios
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5. Return on stockholders equity (ROE) = Net Income/Total Equity
=499/6449
= 0.077
6. Earnings per share (EPS) = Net Income/# Shares Common Stock
Out
=499/807611634
= 6.178
Profitability Ratios
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MUHAMMAD
TALLAL
SHARIF
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SWOT MATRIX
St thSt
th W kW k
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StrengthsStrengths::1.1.Point to point servicePoint to point service2.2.Quality serviceQuality service3.3.Cost of serviceCost of service4.4.Skilled workforceSkilled workforce
WeaknessesWeaknesses::1.1.No of Airplanes(FLEET)No of Airplanes(FLEET)2.2.Span of BusinessSpan of Business3.3.Cannot adopt strategies of otherCannot adopt strategies of otherairlinesairlines
Opportunities:Opportunities:1.1.Some air lines are leaving theSome air lines are leaving themarker share.marker share.2.2.Opportunity in other marketsOpportunity in other markets3.3.Advance Facility from differentAdvance Facility from differentFinancial institutions.Financial institutions.
S1,O2,O3=A very attractive opportunityS1,O2,O3=A very attractive opportunitythat can be achieved I-e to increase thethat can be achieved I-e to increase thespan of Business by providing services inspan of Business by providing services inforeign destinations.foreign destinations.O1, S2, s3= Air lines that are leaving theO1, S2, s3= Air lines that are leaving themarket are providing an opportunity for usmarket are providing an opportunity for usto capture there marker share byto capture there marker share byattracting there customers towards outattracting there customers towards outQuality and cost of serviceQuality and cost of service
W2,O2= span of business is low but thereW2,O2= span of business is low but thereis an opportunity in market that we canis an opportunity in market that we canavail and increase our market share.avail and increase our market share.W3, W1,O3= Different financialW3, W1,O3= Different financialinstitutions are there to provide finance toinstitutions are there to provide finance tothe company to acquire new planes andthe company to acquire new planes andthusthus can increase the fleet size.can increase the fleet size.
Threats:Threats:
1.1.Well established CompetitorsWell established Competitors2.2.Security ProblemsSecurity Problems3.3.Government policies (Tax rates)Government policies (Tax rates)4.4.Air line policies (No ofAir line policies (No ofpassengers per plane)passengers per plane)
S1,T1= point to point service is aS1,T1= point to point service is a
competitive advantage for South West aircompetitive advantage for South West airlines. Though out competitors are welllines. Though out competitors are wellestablished but its hard for them to adoptestablished but its hard for them to adoptthis strategy.this strategy.S4,T2= Skilled workforce work wholeS4,T2= Skilled workforce work wholeheartedly for the organizational successheartedly for the organizational successso its also a remedy for Securityso its also a remedy for Securityproblems.problems.
W1,T3= As the number of planes areW1,T3= As the number of planes are
less they can be monitored more easilyless they can be monitored more easilyso strict check and balance should beso strict check and balance should bekept in order to eliminate the securitykept in order to eliminate the securitythreat which is more then a night mare forthreat which is more then a night mare forairline industry.airline industry.
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IE Matrix
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Possible strategies:1.Market penetration
2.Market Development
3.Product Development
Backward and forward integrations are also
feasible in but there is not any option ofHorizontal integration.
But as per my opinion South West
airlines should Hold And Maintain due to
global recession and other unforeseensituations. That might not put the
company in any kind of trouble that the
company is not ready to overcome.
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SPACE MATRIX
SPACE F t
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SPACE Factors
SPACE F t
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SPACE Factors
Environmental Stability (ES)
Technological changes (-5)
Rate of inflation (-3)Demand variability (-2)
Price range of competing products (-
1)
Barriers to entry (-5)
Competitive pressure (-4)
Price elasticity of demand (-1)Risk involved in business (-3)
(ES) Total=-24/8=-3(ES) Total=-24/8=-3
Financial Strength (FS)
Return on investment (3)
Leverage (4)
Liquidity (4)
Working capital (3)
Cash flow (4)
(FS) Total=18/5=3.6(FS) Total=18/5=3.6
External Strategic PositionInternal Strategic Position
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CA -2.6 FS 3.6
IS 3.6 ES -3
Y-Coordinate 1 X-Coordinate 0.6
SPACE M t i
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SPACE MatrixFS
+6
+1
+5
+4
+3
+2
-6
-5
-4
-3
-2
-1-6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6
ES
CA IS
Conservative Aggressive
Defensive Competitive
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BCG Matrix
DogsIV
Cash CowsIII
Question Marks
I
Stars
II
Relative Market Share PositionHigh
1.0
Medium
.50
Low
0.0
Industry
Sa
High
+20
Low
-20
Medium
0
South
WestAirlines
Current position
BCG M t i I t t ti
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BCG Matrix Interpretation
1. Represents the organization best long termopportunities for growth and profitability.
2. Horizontal integration, market penetration, marketdevelopment, product development, and joint
ventures are appropriate for south west airlines.3. Joint ventures is the best possible strategy for
southwest airlines with emirates, British airways, orUS air ways.
4. Horizontal Integration is also an alternative butdespite of SOUTHWEST air lines current financialposition it is not at all recommended by our group.
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KEY FACTORS WEIGHT Market expansion Joint venture
Opportunities AS TAS AS TAS
Key opportunity that the
other airlines have higherprices to the destination thatwe are not covering so its anopportunity of market share
that can be captured
0.10 4 0.40 1 0.10
United Air lines bankruptcy
provided an opportunity to
capture the gap of that airline
customer.
0.07 4 0.28 1 0.07
Competitors are cutting back
there services. And we can
capture that market share
0.10 3 0.30 2 0.20
Every one require services ata lower cost and easy point
to point destinations and we
can use these factors to
capture market share
0.20 4 0.80 3 0.60
Opportunity to Increase the 0.10 3 0.30 2 0.20
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Threats
terrorism has decreased
consumer air travel
0.08 1 0.08 4 0.32
Rising repair and maintenance
cost.
0.06 2 0.12 3 0.18
Government policies (Tax
Rates)
&
Air lines policies(NTSB)
0.10 2 0.14 3 0.30
Possibility of competitors to
adopt out strategies
0.09 3 0.18 4 0.36
Well Established Competitors 0.10 4 0.28 3 0.30
Total 1.0
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StrengthsVery few customer complaints 0.09 4 0.36 3 0.27
first among airlines forcustomer service satisfaction 0.10 4 0.40 3 0.30
One of the largest domestic
carrier in terms of customers
boarded
0.04 4 0.16 2 0.08
Triple crown holder 0.07 4 0.21 3 0.21
Lowest Fares 0.06 4 0.24 3 0.18Southwest has new automated
systems and technologies that
have streamlined the check-in
process
0.03 3 0.09 2 0.06
Efficient employees 0.02 3 0.06 2 0.04Employees loyalty 0.01 3 0.03 2 0.02
Time Punctuality 0.05 4 0.20 1 0.05
Offers non-stop flights 0.10 3 0.30 1 0.10
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Weaknesses
Limited Span of Business
(only domestic)
0.10 4 0.28 2 0.20
Span of Business 0.20 3 0.30 2 0.40
Cannot adopt strategies of otherairlines
0.13 2 0.16 1 0.13
TOTAL 1 5.67 4.67
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Quadrant IV
1. Concentric diversification
2. Horizontal diversification3. Conglomerate
diversification
4. Joint ventures
Quadrant III
1. Retrenchment
2. Concentric diversification3. Horizontal diversification
4. Conglomerate
diversification
5. Liquidation
Quadrant I
1. Market development
2. Market penetration
3. Product development
4. Forward integration
5. Backward integration
6. Horizontal integration
7. Concentric diversification
Quadrant II
1. Market development
2. Market penetration
3. Product development
4. Horizontal integration
5. Divestiture
6. Liquidation
RAPID MARKET GROWTH
SLOW MARKET GROWTH
WEAK
COMPETITIVE
POSITION
STRONG
COMPETITIVE
POSITION
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Sarfaraz
Ann al Objecti es
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To start flights to places where we have not been to mostprobable Emirates and Asian countries.
Keep our employees trained and up-to-date.
Budget for R&D and also for marketing and sales team forpromotion of our organization.
Bringing employees near and provide them to talk on thesituation of airline and any new ideas will be encouraged.
Annual Objectives
Policies
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Strict check and balance on every region especially the
places where we are facing any problems
By following international standard of Hiring and firing
and training.
Offering discounts on special eves.
Policies
Needed Resources
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New Air Crafts
Debts from financial institutions.
Needed Resources
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The best strategy for South west airlines will be to expand there SPAN OF
BUSINESS to other countries and increase the destinations and the placesthey are providing the services in.
The current competitive advantage that southwest air lines got is non stop
flights means point to point services, so it should be maintained even if the
business is expanded to other places around the globe.
People acquire the services of other tourism companies. Southwest shouldprovide these information about different tourist spots to encourage tourism
and thus indirectly the customers for southwest airlines.
Increase direct flights
Purchase bigger planes
Get Cheap agreements with Airports for flights
Possible Strategies
Implementation
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To cover more destination around the globe we
would need more plains and also its an opportunity
we can get advance (loan facility) from financial
institutions and can afford new planes to increase
the fleet.Provide the ticketing and reservation staff training
and UPDATED information about the tourism
updates from the most visited places around the
globe.
Implementation
Evaluations
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As we are taking debt so special care should be taken.Because it would increase bankruptcy risk so as much
possible the cost should be kept in control.
MONTHLY reports and keeping in mind any
environmental changes. And bring the necessary change
in our business strategy too.
Feed-back from every one in the organization i-e from
every line of managers the information should be
collected about the response of there respective clients.
Suggestions of every one among the organization and
also the customers should be considered as keeping in
mind the concept that customer is always right.
Evaluations
Benefits for Emplyees
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Benefits for Emplyees
Recreational trips for the outstanding performers.
Promotions
Salary Increments
Healthy rewards for those who would produce good ideas
Departments Names
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Following are the main departments in any organization
1.Finance and accounts
2.Marketing and Sales
3.Human resource and administration4.Technical / Operations
5.Research and Development
Departments Names
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Preparation of budget, appropriation of accounts, re-
appropriations,surrender andsavings.Control of expenditure and ways &means position.
Audit.
Treasury administration: Administration of Taxes i.e. Sales Tax,
Entertainment Tax, Luxury Tax and Entry Tax etc.
Resource mobilization through loans, Institutional Finance, SmallSavings, Credit and Investment and public debt.
Financial concurrence and advice.
Compilation of Codes, Rules and procedures concerning financial
transactions and having bearing on State finance and their
implementation.
Safety and investment of funds from consolidated funds, contingency
fund and public account.
Contract, recovery and refund of revenue.
Finance and Accounts
Marketing and Sales
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Marketing and sales differ greatly, but have the same goal.
Marketing improves the selling environment and plays a veryimportant role in sales. If the marketing department generates
a list of potential customers, that can benefit sales. A marketing
department in an organization has the goal increasing the
number of interactions between potential customers and the
organization. Achieving this goal may involve the sales teamusing promotional techniques such as advertising, sales
promotion, publicity, and public relations, creating new sales
channels, or creating new products (new product
development), among other things. It can also include bringing
the potential customer to visit the organization's website(s) formore information, or to contact the organization for more
information.
Marketing and Sales
Human resource and
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Our host organization SOUTHWEST AIR LINES HumanResources strategically partners with all departments,
delivering programs and services to attract, motivate and retain
a talented, diverse and dedicated workforce.
Areas within Human Resources include Staffing and Recruiting,
Training and Development, Compensation, Benefits, Employee
and Labor Relations, Strategic Workforce Planning and Health
Services.
Staffing and Recruiting is responsible for attracting, screening,
interviewing and assigning candidates to their best-suited field.
This department is also charged with organizing and attending
career fairs.
Human resource and
administration
Human resource and
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The Compensation department conducts salary surveys, analyzes andprepares job descriptions, establishes equitable salary rates within the
organization, and provides guidance to managers on company salary
policies and practices.
The Benefits function manages the day-to-day activities involved in the
administration of major benefit programs for employees.
The Labor Relations department administers the Collective Bargaining
Agreement with the union and advises on matters pertaining to contract
negotiations, employee grievance cases, arbitrations, and federal and
state labor legislation.
Employee Relations is responsible for investigating and providing counselto salaried exempt and nonexempt employees and management on work-
related issues
Human resource and
administration (Contd)
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Life at Southwest
Happy Employees = Happy Customers. Happy
Customers keep Southwest flying. Our one of a kind
Culture includes FUN events like Halloween, deck, and
spirit parties that keep our Employees motivated andmake it worthwhile to work hard for the Company they
love!
Ref: (Copy, paste from southwest airlines)
Life at Southwest
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The aim of the operation department is the overallmanagement and general administration of the core
operations of the company. This department keeps a
check on the personnel, legal matters and regular
operations of the company. For example, theoperations department of an air traveling company
would be the management of carrier and monitoring the
status of carrier. Therefore, operations department play
a very important role in controlling the core activities of
the business.
Technical / Operations
Research and
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The phrase research and development (also R and Dor, more often, R&D), according to the Organization forEconomic Co-operation and Development, refers to"creative work undertaken on a systematic basis inorder to increase the stock of knowledge, including
knowledge of man, culture and society, and the use ofthis stock of knowledge to devise new applications
R&D investment generally reflects a government's ororganization's willingness to forgo current operations or
profit to improve future performance or returns, and itsabilities to conduct research and development.|
Research and
Development
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Freedom To Flywww.southwest.com
http://www.southwest.com/http://www.southwest.com/
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