netrashetty
Netra Shetty
Organisational Structure of AirTran Holdings : AirTran Holdings (NYSE: AAI) is a Nevada corporation, based in Orlando, Florida, United States, that operates as an airline holding company. Its primary asset is AirTran Airways
President
Robert Fornaro
3
Director
Peter d'Aloia
4
Director
Alexis Michas
Director
Geoffrey Crowley
5
Director
John Fiedler
3
Director
Jere Drummond
Director
Don Chapman
Director
Lewis Jordan
3
Director
Veronica Biggins
17
Director
Michael Jackson
CFO
Arne Haak
Safety
Jean-Pierre Dagon
Development
Steven Rossum
Operations & Corporate Affai...
Stephen Kolski
CIO
Rock Wiggins
5
Customer Service
Jack Smith
Customer Service
Alfred Smith
Legal & Secretary
Richard Magurno
Human Resources & Administra...
Loral Blinde
Marketing & Planning
Kevin Healy
Operations & Customer Service
Klaus Goersch
2
Flight Operations
Jeff Miller
Inflight Service
Peggy Sauer-Clark
Maintenance & Engineering
Kirk Thornburg
Marketing & Sales
Tad Hutcheson
Operations
Jim Tabor
Accounting
Mark Osterberg
Organizational behavior in this scope adapted a kind of approach similar to that of the scientific management. In fact, I could be suspected of patterning new organizational principle with the scientific management principle.
Hence, management research and new organizational research process are but the same principle, dealing with identifying and citing specific problems and occurrences that would eventually affect the organizations’ production and business interests.
Power, Politics, and Conflict
These three variables played an important role in the development and growth of a certain organization. First, the presence of power in an organization cannot be denied, since a leadership skills is recognized and promotion is availed, this process clearly purports an ascribed power in a certain organization. Like any fields, power suggestive of authority and manipulation. Since, for instance, a manager decided to implement a “new concept” policy, the organization, as a body of people, must and forced to follow even some are having their reservations. In this case, power is clear as a medium to implement certain policy. With this power comes conflict. The tendency is that, with the power involved between higher ranking officers, conflict may arise because of given vested interests. Herein, politics, play an important role in the organizational structure, though, in some organization this can be implicitly seen, however, most of the organizations especially those who are driven with personal ambition and interests are blanketed with the play of politics.
Trickeries, political maneuvering, and manipulation tend to create conflict among organizations personnel. In this manner, this can bring fatal injury to the growth of the organization itself. If and when this condition perseveres, tendency is that organizational culture and disembodiment of individuals on the level of behavior, attitude, and culture might vanish.
Industry consolidation—creating huge global corporations through joint ventures, mergers, alliances, and other kinds of interorganizational cooperative efforts—has become increasingly important in the twenty-first century. Among organizations of all sizes, concepts such as agile manufacturing, just-in-time inventory management, and ambidextrous organizations are impacting managers' thinking about their organizational structure. Indeed, few leaders were likely to blindly implement the traditional hierarchical structure common in the first half of the century. The first half of the twentieth century was dominated by the one-size-fits-all traditional structure. The early twenty-first century has been dominated by the thinking that changing organizational structures, while still a monumental managerial challenge, can be a necessary condition for competitive success.
President
Robert Fornaro
3
Director
Peter d'Aloia
4
Director
Alexis Michas
Director
Geoffrey Crowley
5
Director
John Fiedler
3
Director
Jere Drummond
Director
Don Chapman
Director
Lewis Jordan
3
Director
Veronica Biggins
17
Director
Michael Jackson
CFO
Arne Haak
Safety
Jean-Pierre Dagon
Development
Steven Rossum
Operations & Corporate Affai...
Stephen Kolski
CIO
Rock Wiggins
5
Customer Service
Jack Smith
Customer Service
Alfred Smith
Legal & Secretary
Richard Magurno
Human Resources & Administra...
Loral Blinde
Marketing & Planning
Kevin Healy
Operations & Customer Service
Klaus Goersch
2
Flight Operations
Jeff Miller
Inflight Service
Peggy Sauer-Clark
Maintenance & Engineering
Kirk Thornburg
Marketing & Sales
Tad Hutcheson
Operations
Jim Tabor
Accounting
Mark Osterberg
Organizational behavior in this scope adapted a kind of approach similar to that of the scientific management. In fact, I could be suspected of patterning new organizational principle with the scientific management principle.
Hence, management research and new organizational research process are but the same principle, dealing with identifying and citing specific problems and occurrences that would eventually affect the organizations’ production and business interests.
Power, Politics, and Conflict
These three variables played an important role in the development and growth of a certain organization. First, the presence of power in an organization cannot be denied, since a leadership skills is recognized and promotion is availed, this process clearly purports an ascribed power in a certain organization. Like any fields, power suggestive of authority and manipulation. Since, for instance, a manager decided to implement a “new concept” policy, the organization, as a body of people, must and forced to follow even some are having their reservations. In this case, power is clear as a medium to implement certain policy. With this power comes conflict. The tendency is that, with the power involved between higher ranking officers, conflict may arise because of given vested interests. Herein, politics, play an important role in the organizational structure, though, in some organization this can be implicitly seen, however, most of the organizations especially those who are driven with personal ambition and interests are blanketed with the play of politics.
Trickeries, political maneuvering, and manipulation tend to create conflict among organizations personnel. In this manner, this can bring fatal injury to the growth of the organization itself. If and when this condition perseveres, tendency is that organizational culture and disembodiment of individuals on the level of behavior, attitude, and culture might vanish.
Industry consolidation—creating huge global corporations through joint ventures, mergers, alliances, and other kinds of interorganizational cooperative efforts—has become increasingly important in the twenty-first century. Among organizations of all sizes, concepts such as agile manufacturing, just-in-time inventory management, and ambidextrous organizations are impacting managers' thinking about their organizational structure. Indeed, few leaders were likely to blindly implement the traditional hierarchical structure common in the first half of the century. The first half of the twentieth century was dominated by the one-size-fits-all traditional structure. The early twenty-first century has been dominated by the thinking that changing organizational structures, while still a monumental managerial challenge, can be a necessary condition for competitive success.
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