Alaska Airlines Case Study

Anonymous
timer Asked: Nov 15th, 2016

Question description

Alaska Airlines case study questions

1)  What tools could Alaska Airlines (AA) leaders have used to increase their awareness of internal and external issues?

2)  Which issues were foreseeable, and which were completely unpredictable?

3)  How might the AA leadership have anticipated some of the problems that emerged when becoming aware of impending issues thereby avoiding some of the consequences noted above?

4)  What aspects of AA’s organizational culture reinforced what occurred in this awareness state and how might a focus on transforming its culture have averted some of the problems?

5)  What typical factors contributed to the challenges that affected AA? What factors unique to the airline industry contributed to AA’s problems?

6)  What was AA’s most dramatic argument for change, in effect, its reason for needed change?

7)  What assumptions that were part of the existing culture were challenged and tested?

8)  What new and deepening commitments began to form and would foster the change?

9)  What stakeholder groups were identified and included in planning for the future? Who was left out?

10)  Which individuals or groups advocated and lead, and which remain entrenched and resistant?

11)  What might you have done differently at this awareness stage to prepare for the needed change?  Consider the messages and communications about the changes that were needed.

12)  If you had been the CEO of AA what would you have done to support the VP of Seattle Operations in his role of fixing Seattle?

13)  How might the senior leadership team have reduced the potential risks of failure while moving through this state?

14)  What strategies would you have deployed to develop employees’ greater sense of ownership in AA’s success?

15)  How can leaders keep employees from sliding backward while also developing their sense of ownership in the new way of operating?

16)  What would you do to focus on enhancing the trust among groups that were lagging in terms of coming on board with the change process?

17)  What mechanisms can a leader use to sustain momentum? What can a leader do to convince employees that the change will work?

18)  What should AA do to monitor and manage to ensure the sustainability of the transformation?

19)  How should AA change its selection, assessment and development systems in terms of identifying and developing leaders?

20)  If you were to calculate AA’s return on investment for the change process, what would you choose for the key inputs, mechanisms and outcomes?


Alaska Airlines case study After reading the entire case study you are to answer these questions. You should take your time reflecting on the questions and examining the case before you provide your answers. When you answer each question, be sure to identify which question you are answering by keeping your answers well organized with headings. Alaska Airlines case study questions 1) What tools could Alaska Airlines (AA) leaders have used to increase their awareness of internal and external issues? 2) Which issues were foreseeable, and which were completely unpredictable? 3) How might the AA leadership have anticipated some of the problems that emerged when becoming aware of impending issues thereby avoiding some of the consequences noted above? 4) What aspects of AA’s organizational culture reinforced what occurred in this awareness state and how might a focus on transforming its culture have averted some of the problems? 5) What typical factors contributed to the challenges that affected AA? What factors unique to the airline industry contributed to AA’s problems? 6) What was AA’s most dramatic argument for change, in effect, its reason for needed change? 7) What assumptions that were part of the existing culture were challenged and tested? 8) What new and deepening commitments began to form and would foster the change? 9) What stakeholder groups were identified and included in planning for the future? Who was left out? 10) Which individuals or groups advocated and lead, and which remain entrenched and resistant? 11) What might you have done differently at this awareness stage to prepare for the needed change? Consider the messages and communications about the changes that were needed. 12) If you had been the CEO of AA what would you have done to support the VP of Seattle Operations in his role of fixing Seattle? 13) How might the senior leadership team have reduced the potential risks of failure while moving through this state? 14) What strategies would you have deployed to develop employees’ greater sense of ownership in AA’s success? 15) How can leaders keep employees from sliding backward while also developing their sense of ownership in the new way of operating? 16) What would you do to focus on enhancing the trust among groups that were lagging in terms of coming on board with the change process? 17) What mechanisms can a leader use to sustain momentum? What can a leader do to convince employees that the change will work? 18) What should AA do to monitor and manage to ensure the sustainability of the transformation? 19) How should AA change its selection, assessment and development systems in terms of identifying and developing leaders? 20) If you were to calculate AA’s return on investment for the change process, what would you choose for the key inputs, mechanisms and outcomes?

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