netrashetty
Netra Shetty
Organisational Structure of JetBlue Airways : JetBlue Airways Corporation (NASDAQ: JBLU) is an American low-cost airline. The company is headquartered in the Forest Hills neighborhood of the New York City borough of Queens. Its main base is John F. Kennedy International Airport, also in Queens.
In 2001, JetBlue began a focus city operation at Long Beach Airport in Long Beach, California, and another at Boston's Logan International Airport, in 2004. It also has focus city operations at Fort Lauderdale – Hollywood International Airport, Orlando International Airport and at Luis Muñoz Marín International Airport in San Juan. The airline mainly serves destinations in the United States, along with flights to the Caribbean, The Bahamas, Bermuda, Colombia, Costa Rica, Dominican Republic, Jamaica, and Mexico. As of November 19, 2010 JetBlue serves 63 destinations in 22 states (including Puerto Rico), and eleven countries in the Caribbean and Latin America.[1]
JetBlue maintains a corporate office in Cottonwood Heights, Utah, a satellite office in Darien, Connecticut, and its Information Technology center in Garden City, New York.[1][6][7] JetBlue is a non-union airline
CEO
David Barger
Chairman of the Board
Joel Peterson
Vice Chairman of the Board
Frank Sica
Director
Virginia Gambale
Director
Robert Clanin
Director
Christoph Franz
Director
Kim Clark
Director
Ann Rhoades
Director
Peter Boneparth
Director
Stephan Gemkow
Director
David Checketts
CFO
Ed Barnes
CIO
JE
Human Resources
JG
Sales
RH
COO
Rob Maruster
Corporate, Legal & Secretary
JH
An organization structure is the way inwhich the tasks and subtasks required to implement a strategy are arranged. The diagrammatical representation of structure could be an organization chart but a chart shows only the 'skeleton'. The 'flesh and blood' that brings to life an organization is the several mechanisms that support the structure. All these cannot be depicted on a chart. But a strategist has to grapple with the complexities of creating the structure, making it work, redesigning when required, and implementing changes that will keep the structure relevant to the needs of the strategies that have to be implemented. Successful strategy formulation does not guarantee successful strategy implementation. Varies among different types & sizes of organizations Organization Structure Organizational structure & the controls that are a part of it affect firm's performance. When the firm's strategy is not matched with the most appropriate structure & controls, performance declines. Specifies the firm's formal reporting relationships, procedures, controls & authority, and decision-making process. Influences how managers work & the decisions resulting from that work. Specifies the work to be done & how to do it given the firm's strategy or strategies. Provides the stability a firm needs to successfully implement its strategies & maintain it's competitive advantages.
Structural Stability: Provides the capacity the firm requires to consistently and Predictably manage its daily work routines. Structural Flexibility: Provides the opportunity to explore competitive possibilities & allocate resources to activities that will shape the competitive advantages of the firm that it will need to be successful in the future.
In terms of organizational development, change is "a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors" (Porras & Robertson 1992:723).
Determining weak links in the organization, the causes of problems and acquiring new ideas from the environment all could contribute to radical change at the same time help the company handle it effectively.
Organizational revolution, which is probably more pronounced during recessions, is necessary in order for the company to adapt to external and internal factors. Implementation of radical changes may be necessary in order to overcome some perceived failures and turn it into a success.
In 2001, JetBlue began a focus city operation at Long Beach Airport in Long Beach, California, and another at Boston's Logan International Airport, in 2004. It also has focus city operations at Fort Lauderdale – Hollywood International Airport, Orlando International Airport and at Luis Muñoz Marín International Airport in San Juan. The airline mainly serves destinations in the United States, along with flights to the Caribbean, The Bahamas, Bermuda, Colombia, Costa Rica, Dominican Republic, Jamaica, and Mexico. As of November 19, 2010 JetBlue serves 63 destinations in 22 states (including Puerto Rico), and eleven countries in the Caribbean and Latin America.[1]
JetBlue maintains a corporate office in Cottonwood Heights, Utah, a satellite office in Darien, Connecticut, and its Information Technology center in Garden City, New York.[1][6][7] JetBlue is a non-union airline
CEO
David Barger
Chairman of the Board
Joel Peterson
Vice Chairman of the Board
Frank Sica
Director
Virginia Gambale
Director
Robert Clanin
Director
Christoph Franz
Director
Kim Clark
Director
Ann Rhoades
Director
Peter Boneparth
Director
Stephan Gemkow
Director
David Checketts
CFO
Ed Barnes
CIO
JE
Human Resources
JG
Sales
RH
COO
Rob Maruster
Corporate, Legal & Secretary
JH
An organization structure is the way inwhich the tasks and subtasks required to implement a strategy are arranged. The diagrammatical representation of structure could be an organization chart but a chart shows only the 'skeleton'. The 'flesh and blood' that brings to life an organization is the several mechanisms that support the structure. All these cannot be depicted on a chart. But a strategist has to grapple with the complexities of creating the structure, making it work, redesigning when required, and implementing changes that will keep the structure relevant to the needs of the strategies that have to be implemented. Successful strategy formulation does not guarantee successful strategy implementation. Varies among different types & sizes of organizations Organization Structure Organizational structure & the controls that are a part of it affect firm's performance. When the firm's strategy is not matched with the most appropriate structure & controls, performance declines. Specifies the firm's formal reporting relationships, procedures, controls & authority, and decision-making process. Influences how managers work & the decisions resulting from that work. Specifies the work to be done & how to do it given the firm's strategy or strategies. Provides the stability a firm needs to successfully implement its strategies & maintain it's competitive advantages.
Structural Stability: Provides the capacity the firm requires to consistently and Predictably manage its daily work routines. Structural Flexibility: Provides the opportunity to explore competitive possibilities & allocate resources to activities that will shape the competitive advantages of the firm that it will need to be successful in the future.
In terms of organizational development, change is "a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors" (Porras & Robertson 1992:723).
Determining weak links in the organization, the causes of problems and acquiring new ideas from the environment all could contribute to radical change at the same time help the company handle it effectively.
Organizational revolution, which is probably more pronounced during recessions, is necessary in order for the company to adapt to external and internal factors. Implementation of radical changes may be necessary in order to overcome some perceived failures and turn it into a success.
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