netrashetty
Netra Shetty
AMR Corporation (NYSE: AMR) is a commercial aviation business and airline holding company based in Fort Worth, Texas, United States.[1] Formed in 1982, as part of American Airlines's reorganization, its name derives from American Airlines's ticker symbol on the New York Stock Exchange. AMR Corporation is one of the very few larger passenger and legacy carrier airline businesses, which have not become insolvent or had to file for Chapter 11 reorgnization bankruptcy during its corporate history, indicative of its success as an airline based corporate and business entity. In addition to American Airlines, AMR owns TWA Airlines LLC, (formerly Trans World Airlines) and regional airlines American Eagle Airlines, successor to Simmons Airlines, and Executive Airlines by way of AMR Eagle Holdings Corporation. Chautauqua Airlines flown in conjunction with American Airlines marketing brand, known as AmericanConnection, are independent of AMR Corporation's divisions and subsidiaries, but do operate in conjunction with them in order to provide seamless connections to AMRs two principal airline holdings. AMR's and AA's Chairperson, President, and CEO is Gerard Arpey.[2]AMR Corporation (NYSE: AMR) is a commercial aviation business and airline holding company based in Fort Worth, Texas, United States.[1] Formed in 1982, as part of American Airlines's reorganization, its name derives from American Airlines's ticker symbol on the New York Stock Exchange. AMR Corporation is one of the very few larger passenger and legacy carrier airline businesses, which have not become insolvent or had to file for Chapter 11 reorgnization bankruptcy during its corporate history, indicative of its success as an airline based corporate and business entity. In addition to American Airlines, AMR owns TWA Airlines LLC, (formerly Trans World Airlines) and regional airlines American Eagle Airlines, successor to Simmons Airlines, and Executive Airlines by way of AMR Eagle Holdings Corporation. Chautauqua Airlines flown in conjunction with American Airlines marketing brand, known as AmericanConnection, are independent of AMR Corporation's divisions and subsidiaries, but do operate in conjunction with them in order to provide seamless connections to AMRs two principal airline holdings. AMR's and AA's Chairperson, President, and CEO is Gerard Arpey.[2]
I certify that my modifications are exact
Confirm Cancel
2
CEO
Gerard Arpey
4
Director
Ann Korologos
4
Director
Matthew Rose
6
Director
Ray Robinson
4
Director
Rajat Gupta
2
Director
Alberto Ibarguen
3
Director
Roger Staubach
2
Director
John Bachmann
4
Director
David Boren
3
Director
Judith Rodin
Director
Philip Purcell
7
Director
Michael Miles
2
Lead Director
Armando Codina
Sales AA
VV
2
American Eagle
Daniel Garton
Secretary
KW
Operations
RR
2
President
Thomas Horton
5
Cargo AA
David Brooks
CFO
Bella Goren
Maintenance & Engineering, AA
JR
Miami, Latin America AA
PD
Airport Services, AA
TDV
Customer Experience AA
CK
Customer, Marketing & Reserv...
IG
4
Legal
Gary Kennedy
Government Affairs AA
WR
Human Resources, AA
JB
CIO AA
MF
AA Sales
DD
Flight, AA
CH
Flight Services, AA
LC
Operations Planning & Perfor...
JS
Realtime & Analytical AA
SG
International AA
KS
Marketing, AA
RF
2
CFO, American Eagle
John Hutchinson
Customer, American Eagle
GH
Technical Operations
FC
12
Serurity & Environment, AA
David Campbell
Control, AA
BM
Airport Service Planning, AA
MD
2
Airport Services, AA
Timothy Ahern
Business & Operations AA
ML
Capacity Planning, AA
WA
Chicago, AA
FT
Communication & Advertising,...
RF
2
Development & Treasurer AA
BG
Human Resources AA
CW
Real Estate, AA
LE
4
Customer Technology AA
Andrew Watson
Dallas/Fort Worth, AA
Arthur Pappas
Employee Relations, AA
MB
Engineering & Performance
WC
Global Human Resources, AA
DL
Line Maintenance, AA
KD
Miami, AA
MD
Procurement, AA
JM
Revenue Management, AA
DC
3
State & Community, AA
Kevin Cox
Strategic Alliances AA
KH
Technical Operations AA
DH
Organizational structure addresses the questions of what is the best form of organization and why. Organizational structure and the communication system interact closely with each other to produce employee satisfaction, especially satisfaction with the organization (Dozier, Grunig, JE & Grunig, LA 2002). The organizational structure and organizational culture should work well together. The Organizational structure is something that supposedly would allow the allocation of responsibilities for different functions by individuals in the company, this should organize the company and prevent any clashes between departments over the work at hand but if the culture of the organization is not good the result would be catastrophic. The organizational culture and structure are not working well in Ortegas’ case. Both the organizational culture and structure of Ortega have various goals that tend to contradict one another. The organizational structure wants to promote unity but the culture states otherwise. The organizational structure doesn’t match the culture and it leads to disorganization and unfinished goals. An organization may have organized well the tasks and responsibilities for each personnel but if these personnel have cultures that are hampering the performance of their duties the performance of the company becomes affected as a whole. There should only be one dominant organizational culture for Ortegas, having more than one culture can lead to arguments and fights even if there is already a strong structure. Once the structure and culture of the organization works well together the result would be lesser delays in producing products and a better performance for the firm.
I certify that my modifications are exact
Confirm Cancel
2
CEO
Gerard Arpey
4
Director
Ann Korologos
4
Director
Matthew Rose
6
Director
Ray Robinson
4
Director
Rajat Gupta
2
Director
Alberto Ibarguen
3
Director
Roger Staubach
2
Director
John Bachmann
4
Director
David Boren
3
Director
Judith Rodin
Director
Philip Purcell
7
Director
Michael Miles
2
Lead Director
Armando Codina
Sales AA
VV
2
American Eagle
Daniel Garton
Secretary
KW
Operations
RR
2
President
Thomas Horton
5
Cargo AA
David Brooks
CFO
Bella Goren
Maintenance & Engineering, AA
JR
Miami, Latin America AA
PD
Airport Services, AA
TDV
Customer Experience AA
CK
Customer, Marketing & Reserv...
IG
4
Legal
Gary Kennedy
Government Affairs AA
WR
Human Resources, AA
JB
CIO AA
MF
AA Sales
DD
Flight, AA
CH
Flight Services, AA
LC
Operations Planning & Perfor...
JS
Realtime & Analytical AA
SG
International AA
KS
Marketing, AA
RF
2
CFO, American Eagle
John Hutchinson
Customer, American Eagle
GH
Technical Operations
FC
12
Serurity & Environment, AA
David Campbell
Control, AA
BM
Airport Service Planning, AA
MD
2
Airport Services, AA
Timothy Ahern
Business & Operations AA
ML
Capacity Planning, AA
WA
Chicago, AA
FT
Communication & Advertising,...
RF
2
Development & Treasurer AA
BG
Human Resources AA
CW
Real Estate, AA
LE
4
Customer Technology AA
Andrew Watson
Dallas/Fort Worth, AA
Arthur Pappas
Employee Relations, AA
MB
Engineering & Performance
WC
Global Human Resources, AA
DL
Line Maintenance, AA
KD
Miami, AA
MD
Procurement, AA
JM
Revenue Management, AA
DC
3
State & Community, AA
Kevin Cox
Strategic Alliances AA
KH
Technical Operations AA
DH
Organizational structure addresses the questions of what is the best form of organization and why. Organizational structure and the communication system interact closely with each other to produce employee satisfaction, especially satisfaction with the organization (Dozier, Grunig, JE & Grunig, LA 2002). The organizational structure and organizational culture should work well together. The Organizational structure is something that supposedly would allow the allocation of responsibilities for different functions by individuals in the company, this should organize the company and prevent any clashes between departments over the work at hand but if the culture of the organization is not good the result would be catastrophic. The organizational culture and structure are not working well in Ortegas’ case. Both the organizational culture and structure of Ortega have various goals that tend to contradict one another. The organizational structure wants to promote unity but the culture states otherwise. The organizational structure doesn’t match the culture and it leads to disorganization and unfinished goals. An organization may have organized well the tasks and responsibilities for each personnel but if these personnel have cultures that are hampering the performance of their duties the performance of the company becomes affected as a whole. There should only be one dominant organizational culture for Ortegas, having more than one culture can lead to arguments and fights even if there is already a strong structure. Once the structure and culture of the organization works well together the result would be lesser delays in producing products and a better performance for the firm.
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