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Research a health care organization or a network that spans several states within the U.S. (Example: United Healthcare, Vanguard, Banner Healthcare, etc.).

Harvard Business Review Online and Hoover’s Company Records, found in the GCU Library, are useful sources. You may also find pertinent information on your organization’s webpage.

Review “Singapore Airlines Case Study.”

Prepare a 1,000-1,250-word paper that focuses on the organization or network you have selected.

Your essay should assess the readiness of the health care organization or network in addressing the health care needs of citizens in the next decade, and include a strategic plan that addresses issues pertaining to network growth, nurse staffing, resource management, and patient satisfaction.

Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a grading rubric. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment.

You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center. Only Word documents can be submitted to Turnitin.

.1em;”>Singapore Airlines Case Study


Airlines was created in 1972 following a separation from Malaysian Airlines. In
the wake of reorganization, Singapore Airlines undertook aggressive growth,
investing and trading to maximize profitability and expand market share. Through
this change, a new company philosophy emerged, “Success or failure is largely
dictated by the quality of service it provides” (Wyckoff, 1989). By reinventing
the company infrastructure and introducing new initiatives focused on
excellence in customer service, Singapore Airlines became a global leader in
the service industry, elevating existing standards among competitors.

Evaluation of Workforce Management

The strategy widely
utilized by Singapore Airlines to ensure differentiation in an increasingly
competitive market was its attention to in-flight service. “Good flight service
[was] important in its own right and is a reflection of attention to detail
throughout the airline” (Wyckoff, 1989). This statement perpetuated the belief
that excellence in service was directly tied to the careful selection and
individual performance of in-flight crews charged with the responsibility of
fulfilling the needs of individual passengers and exuding the levels of service
demanded by the organization. Applicants destined to work as flight stewards
were drawn from a very young population, typically spanning the ages of 18-25
years of age with high school equivalency against the English system of
education. Selection of applications was competitive largely due to the degree
of skill, poise, and experience required of its candidates. These policies led
to the on-boarding of a highly skilled and youthful workforce with positive
attitudes and a willingness to be trained. Critique of this approach revealed several
disadvantages.The most significant being the potential for greater turnover
when hiring a younger population as opposed to an older, more experienced crew.
Experience alone would play some role in the development of new employees, as
greater experience would bring greater poise and confidence. However, in light
of the predominant population Singapore Airlines catered to, a younger
in-flight crew would remedy the awkwardness likely to be encountered by older
clients being served by older crew members. In addition, a younger crew would
likely be more accepting of new procedures and less cynical of the requirements
of employment.

In light of the young
demographic most desired in this role, recruitment, training and “conversion”
processes were both stringent and comprehensive. All aspects of in-flight
service, including training related to terminology, amenities and food
preparation were provided in great detail, as were training for emergency
preparedness and response to every potential scenario encountered in the air
and on the ground. Formalized on-boarding, training and continued development
were the hallmarks of the comprehensive workforce program. Even well into a
crew member’s employment, on-going training and cyclical evaluation provided a
mechanism for employees to be aware of individual performance and gain exposure
to methods of continuous improvement. With an on-going plan of evaluation,
communication, and development, the workforce was well-positioned for high
levels of performance and quality improvements.

Though it would seem
that Singapore Airlines’ work management program suited the organization well,
it greatly narrowed the pool of applicants and kept many, well-qualified and
experienced candidates from positions that would create diversity among the
largely homogeneous workforce and place the organization in a better position
to serve populations whose ethnic origins were not of Asian descent. If the
organization aims to be the leader in an increasingly global marketplace, the
workforce must mirror the diverse needs and perceptions of the greater

Advertising Campaign

Airlines is known in the airline industry for its quality of service. This
emphasis on customer service and customer satisfaction is largely reflective of
the Asian culture for which the company embodies. Attention to detail,
impeccable presentation, and care for others are traits synonymous with
countries of Asian heritage. Similarly, Asian countries revere conservatism,
organization and hierarchy (Allik, n.d.) so, it would follow that young Asian
individuals demonstrate the same gracious, caring behaviors to others. The
expectation of “gentle, courteous service” is consistent with these norms and
with the approaches taken by the organization. So much are these standards and
stereotypes linked to Asian culture and the epitome of service, that the symbol
applied to the airline is that of a young Asian woman. This image is
resoundingly more beguiling and traditional, recognized by nearly 50% of
consumers over typical marketing imparted by competitors, with a marginal
recognition of 9.6%. In light of the positive impact and recognition of the
existing marketing campaign, it was considered advisable to retain the current
marketing strategy.

for Measuring Service Quality

Singapore Airlines
has two primary components involved in measuring service quality. The first is
a system to measure customer complaints and compliments for every 10,000
passengers. The second measurement is a comparative rating of airline services
prepared by the International Research Associates (INRA).

The first component,
customers’ complaints and compliments, stayed relatively the same despite rapid
organizational expansion. This type of analysis has shown a generally high
satisfaction level, but could be skewed due to the vast areas the complaints
and compliments could cover; from ticket sales and baggage areas to in-flight
crews. To address this concern the complaints were split between the areas.
However, to get an accurate barometer of customer satisfaction, it was
recommended that the airline conduct routine surveys of customers. Often,
customers submitting comments fell into one of two categories; those having complaints
or those having compliments.

The second component
to gauge customer satisfaction involved the INRA surveys. The airline
executives paid particular attention to these scores as they indicated levels
of satisfaction among the general consumer population and identified areas
requiring continuous improvement. In 1973 Singapore Airlines scored 68, in 1974
the company scored 74 and in 1979 they scored 78. The scores of 39 other airlines
demonstrated that two other competitors, Cathy Pacific and Thai International,
were improving rapidly. This provided one indicator of competitive advantage.
In order for Singapore Airlines to stay ahead of their competitors they would
need to evaluate their position against industry leaders and determine if
changes would be needed to stay competitive, particularly with respect to
customer service and customer satisfaction (Wyckoff, 1989).

Plan to Introduce Slot Machines

Airlines has responded to many changes in order to differentiate itself within
an increasingly competitive market place. One responsive action was to remove
sleepers, replacing them with a business class section. Reactions from
consumers were less than favorable.The move strayed from what consumers came to
expect of elite levels of customer service, which were in large part, due to
the attention paid to the personal needs of its elite customers. Although
intended to be innovative and distinctive, the inclusion of slot machines on transatlantic
flights was another idea met with considerable consumer dissatisfaction.While potentially
generating a new stream of revenue, the idea only worked to incite passengers
with a new category of charges. In addition to generating cost for the
consumer, the machines took valuable space away from seats and posed problems
in light of weight restrictions (Time, 1981). These changes only compounded
issues and introduced new problems such as the potential for in-flight injury,
rather than improving in-flight services. While there was some opportunity for
revenue, initially, the gains would last for a season and werenot expected to
extend out into the long-term.


The Singapore Airlines Case Study
highlights both effective as well as ineffective management approaches within
the company. The subsequent analysis and evaluation of company operations and
strategies offer a compelling glimpse of organizational design and leadership
amid change, as well as provide a platform for future discussions of
organizational development and change management. Group evaluation of
organizational design, organizational decision-making, and organizational
process at Singapore Airlines yielded some recommendations for new approaches to
address complaints, become more mainstream in an increasingly diverse market
space, and become more innovative without losing sight of the customer service
focus that has made Singapore Airlines so successful.


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