SkyWest Airlines, Inc. is a North American regional airline headquartered in St. George, Utah,[1] flying to 161 cities in 39 U.S. states and 7 Canadian Provinces. The airline serves as a feeder airline, operating under contract with various major carriers. It flies as SkyWest Airlines in a partnership with AirTran Airways[2], United Express on behalf of United Airlines and as Delta Connection on behalf of Delta Air Lines.

SkyWest Airlines is one of two airlines owned by SkyWest, Inc. - the other being Atlantic Southeast Airlines. Combined the two airlines make up the tenth-largest airline in terms of number of planes, operating 440 regional aircraft.

As of 2010, the airline employs over 10,000 people and averages approximately 1,840 daily departures across its network, with 1,269 operating as United Express, 541 operating Delta Connection and 32 as AirTran Airways.

Sense of purpose - Team members have a common purpose and set ambitious goals
and milestones to accomplish their purpose.
Trust and mutual respect - Team members trust, respect and care about each other.
They have effective relationships with each other.
Effective working procedures - High quality work is completed on time using procedures
that support risk taking, innovation and challenging the old way.
Building on differences - Synergy comes from the different skills, experience and
strengths of the team members. Different points of view are the source for creating
balanced solutions and for learning from each other.
Flexibility and adaptability - The team seeks and perceive changes as a desirable
opportunity to rethink, learn and improve the team efficiency.

Define a shared “team” mission or goal.

Work with the team or key team members (if at the beginning of Starting) to define a team vision
or goal that is supportive of the project’s goals, the project team objectives, and presents a
challenge that motivates the team.

Be sure the team vision is something that the team can rally around and totally support.
Create a sense of team identity.

Work with the team to define ways in which a sense of specific identity can be created. Ideas
include: team name, team events, team rewards etc.

Develop a set of expectations that will be adopted by each team member and the team as a
whole as representative of the team’s code of behavior.

Work with the team to select a set of behaviors such as timeliness, commitment, availability,
and others that are appropriate and important to the team.

For each of the behaviors, decide on the specific expectation that the team is willing to adopt
and uphold.
Define a results-driven team structure.

Elements of a results-driven team structure include:
• Clearly defined roles, responsibilities and accountabilities
• Effective communication system that allows the free flow of information
• Means of self-monitoring for individual performance

PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net

Document the Team charter

Collect the information developed in the team meetings and document the results in the Team
charter.

Assemble and document the rules of engagement for the project. These include the processes
for decision making, meeting protocols and others and can be reused from previous projects
and customized.

Review the Team charter with the team members and gain commitment.

Present the Team charter to the team in the “kick off” meeting or at the time when a new team
member joins the team.

Ensure that the team members, particularly the new members, understand the Team charter
contents and are willing to commit their support.

Develop team management

This process may be used at several levels in the project organization. Each person managing a
project organizational unit has responsibility for a project team and therefore, must develop
team management. Team management concepts and skills are commonly addressed in the
body of literature written about general management of the operations of an ongoing enterprise.
These same concepts, however, are applicable to the project manager of a POU in managing
the project team and are presented in this process as a set of steps for establishing and
maintaining effective team management.

Integrate the team.

Provide a view of both the project itself and the way it fits into the overall plan for the
organization.

Coordinate the efforts of all of the team interfaces with other project organizational units (POUs)
and those within the team.

Develop the team communication channels. Outline the channels for communication including
with upper management, within the team, the project, and with other stakeholders. Determine
what type of information needs to be passed on. Decide what types of messages to send and
who should send them.

Establish leadership of the team. An important aspect of managing the team is demonstrating
leadership of the team. Demonstrate ability in problem-solving. Guide team members that are
from different functional areas. Coordinate the team to show leadership capabilities.

Make decisions. Make key decisions in a timely manner for such areas as resources, costs,
schedule tradeoffs, changes in scope, direction or characteristics of the project.

Build a supportive atmosphere for the team. Provide a climate where team members can work
together. Seek to avoid unrest and negative forms of conflict.

Decide on the best approach to motivate individual team members.

Resolve conflicts. It is normal that conflicts arise inside the team. Take care to resolve them
before they impact the team’s performance. Listen to the parties individually. Solicit input from
other team members who are not directly involved in the conflict. Resolve the conflict. Try to
achieve a jointly developed solution (win/win) or a compromise rather than a win/lose situation.

Release of Staff at the end

This includes processes to debrief and release the staff from the project. The prime purpose of
the processes is to ensure that: The members of the project team can move to their next
assignments in an orderly way. When an individual leaves in mid-project, there is little or no
impact on the project costs or time scales.

Plan staff release

The purpose of this process is to plan the release of members of the project team who are
coming towards the end of their assignments. It is usual for staff to leave the project throughout
its course and not just at the end.

Steps

Review the Staff schedule to determine which assignments are coming to an end. Plan the
release of each team member with the objective of minimizing the disruption to the project while
ensuring that the commitments made to staff providers are kept. Compare the latest Individual
status report with the Operational schedule to determine if there is any work outstanding.

If appropriate, review the Human resource plan to determine if the individual might be
redeployed somewhere else within the project. Notify the team member’s organization (external

* ble to build and maintain relationships with people at all levels



* Has problems in gaining other's commitment

* Develops a network of contacts



* Doesn't change his approach according to the audience

* Is friendly whilst behaving in a business-like way



* Has an unprofessional image to others

* Works well with others and in a Team environment



* Takes constructive criticism personally

* Will offer help and support to others



* Is not assertive when required - tends not to stand up to people, gets walked over

* Is open and approachable



* Avoids confronting/dealing with problems

* Is aware that different people may need to be approached in a different way



* Lets problems go rather than confronts them

* Has an appreciation of people's needs



* Unwilling to admit to problems/mistakes

* Able to persuade and convince others



* Will not ask others for help

* Is able to be assertive



* Unconvincing in discussion with others

* Prepared to say 'no' when necessary





* Admits to problems and mistakes





* Prepares to ask for help if in difficulty





* Is able to take constructive criticism
 
Last edited:

jamescord

MP Guru
SkyWest Airlines, Inc. is a North American regional airline headquartered in St. George, Utah,[1] flying to 161 cities in 39 U.S. states and 7 Canadian Provinces. The airline serves as a feeder airline, operating under contract with various major carriers. It flies as SkyWest Airlines in a partnership with AirTran Airways[2], United Express on behalf of United Airlines and as Delta Connection on behalf of Delta Air Lines.

SkyWest Airlines is one of two airlines owned by SkyWest, Inc. - the other being Atlantic Southeast Airlines. Combined the two airlines make up the tenth-largest airline in terms of number of planes, operating 440 regional aircraft.

As of 2010, the airline employs over 10,000 people and averages approximately 1,840 daily departures across its network, with 1,269 operating as United Express, 541 operating Delta Connection and 32 as AirTran Airways.

Sense of purpose - Team members have a common purpose and set ambitious goals
and milestones to accomplish their purpose.
Trust and mutual respect - Team members trust, respect and care about each other.
They have effective relationships with each other.
Effective working procedures - High quality work is completed on time using procedures
that support risk taking, innovation and challenging the old way.
Building on differences - Synergy comes from the different skills, experience and
strengths of the team members. Different points of view are the source for creating
balanced solutions and for learning from each other.
Flexibility and adaptability - The team seeks and perceive changes as a desirable
opportunity to rethink, learn and improve the team efficiency.

Define a shared “team” mission or goal.

Work with the team or key team members (if at the beginning of Starting) to define a team vision
or goal that is supportive of the project’s goals, the project team objectives, and presents a
challenge that motivates the team.

Be sure the team vision is something that the team can rally around and totally support.
Create a sense of team identity.

Work with the team to define ways in which a sense of specific identity can be created. Ideas
include: team name, team events, team rewards etc.

Develop a set of expectations that will be adopted by each team member and the team as a
whole as representative of the team’s code of behavior.

Work with the team to select a set of behaviors such as timeliness, commitment, availability,
and others that are appropriate and important to the team.

For each of the behaviors, decide on the specific expectation that the team is willing to adopt
and uphold.
Define a results-driven team structure.

Elements of a results-driven team structure include:
• Clearly defined roles, responsibilities and accountabilities
• Effective communication system that allows the free flow of information
• Means of self-monitoring for individual performance

PM World Today is a free monthly eJournal. Free subscriptions available at: pmworldtoday.net

Document the Team charter

Collect the information developed in the team meetings and document the results in the Team
charter.

Assemble and document the rules of engagement for the project. These include the processes
for decision making, meeting protocols and others and can be reused from previous projects
and customized.

Review the Team charter with the team members and gain commitment.

Present the Team charter to the team in the “kick off” meeting or at the time when a new team
member joins the team.

Ensure that the team members, particularly the new members, understand the Team charter
contents and are willing to commit their support.

Develop team management

This process may be used at several levels in the project organization. Each person managing a
project organizational unit has responsibility for a project team and therefore, must develop
team management. Team management concepts and skills are commonly addressed in the
body of literature written about general management of the operations of an ongoing enterprise.
These same concepts, however, are applicable to the project manager of a POU in managing
the project team and are presented in this process as a set of steps for establishing and
maintaining effective team management.

Integrate the team.

Provide a view of both the project itself and the way it fits into the overall plan for the
organization.

Coordinate the efforts of all of the team interfaces with other project organizational units (POUs)
and those within the team.

Develop the team communication channels. Outline the channels for communication including
with upper management, within the team, the project, and with other stakeholders. Determine
what type of information needs to be passed on. Decide what types of messages to send and
who should send them.

Establish leadership of the team. An important aspect of managing the team is demonstrating
leadership of the team. Demonstrate ability in problem-solving. Guide team members that are
from different functional areas. Coordinate the team to show leadership capabilities.

Make decisions. Make key decisions in a timely manner for such areas as resources, costs,
schedule tradeoffs, changes in scope, direction or characteristics of the project.

Build a supportive atmosphere for the team. Provide a climate where team members can work
together. Seek to avoid unrest and negative forms of conflict.

Decide on the best approach to motivate individual team members.

Resolve conflicts. It is normal that conflicts arise inside the team. Take care to resolve them
before they impact the team’s performance. Listen to the parties individually. Solicit input from
other team members who are not directly involved in the conflict. Resolve the conflict. Try to
achieve a jointly developed solution (win/win) or a compromise rather than a win/lose situation.

Release of Staff at the end

This includes processes to debrief and release the staff from the project. The prime purpose of
the processes is to ensure that: The members of the project team can move to their next
assignments in an orderly way. When an individual leaves in mid-project, there is little or no
impact on the project costs or time scales.

Plan staff release

The purpose of this process is to plan the release of members of the project team who are
coming towards the end of their assignments. It is usual for staff to leave the project throughout
its course and not just at the end.

Steps

Review the Staff schedule to determine which assignments are coming to an end. Plan the
release of each team member with the objective of minimizing the disruption to the project while
ensuring that the commitments made to staff providers are kept. Compare the latest Individual
status report with the Operational schedule to determine if there is any work outstanding.

If appropriate, review the Human resource plan to determine if the individual might be
redeployed somewhere else within the project. Notify the team member’s organization (external

* ble to build and maintain relationships with people at all levels



* Has problems in gaining other's commitment

* Develops a network of contacts



* Doesn't change his approach according to the audience

* Is friendly whilst behaving in a business-like way



* Has an unprofessional image to others

* Works well with others and in a Team environment



* Takes constructive criticism personally

* Will offer help and support to others



* Is not assertive when required - tends not to stand up to people, gets walked over

* Is open and approachable



* Avoids confronting/dealing with problems

* Is aware that different people may need to be approached in a different way



* Lets problems go rather than confronts them

* Has an appreciation of people's needs



* Unwilling to admit to problems/mistakes

* Able to persuade and convince others



* Will not ask others for help

* Is able to be assertive



* Unconvincing in discussion with others

* Prepared to say 'no' when necessary





* Admits to problems and mistakes





* Prepares to ask for help if in difficulty





* Is able to take constructive criticism

Hello there,

It was really appreciable and i am sure it would help many people. Well, i found some important information on Employee Relations Manager at Skywest Airlines and wanna share it with you and other's. So please download and check it.
 

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