Southwest Airlines Way

Name: Southwest Airlines Way
Availability: OutOfStock
ISBN: 9780071428972

ISBN-10: 0071428976

ISBN-13: 9780071428972

Edition: 2002

Authors: Jody Hoffer Gittell

List price: $24.95

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Book details

List price: $24.95
Copyright year: 2002
Publisher: McGraw-Hill Professional Publishing
Publication date: 1/1/2003
Binding: E-Book
Pages: 320
Language: English

Jody Hoffer Gittell teaches human resource management and organizational theory at Brandeis University's Heller School for Social Policy and Management. She serves as Director of the Relational Coordination Research Collaborative, and Acting Director of the MIT Leadership Center. Gittell's research explores how coordination by front-line workers contributes to quality and efficiency outcomes in service settings, with a particular focus on the airline and healthcare industries. She has developed a theory of relational coordination, proposing that highly interdependent work is most effectively coordinated through relationships of shared goals, shared knowledge and mutual respect, and…

Preface	p. xi
Acknowledgments	p. xv
High Performance Relationships--The Key to Southwest's Success	p. 1
From Love Field to the World's Most Successful Airline	p. 3
Efficiency	p. 6
Quality	p. 6
Controlled Growth	p. 7
Demand for Reliable Low-Fare Travel	p. 8
Competitive Threats	p. 9
Success Factors--Leadership, Culture, Strategy, and Coordination	p. 12
Behind These Success Factors--High Performance Relationships	p. 16
How Southwest Uses High Performance Relationships to Overcome Strategic Challenges	p. 18
The Productivity Disadvantages of Short-Haul Flying	p. 18
Achieving Quick Turnarounds	p. 22
Coordination through High Performance Relationships	p. 22
Other Possible Responses to the Same Challenges	p. 23
Summing Up	p. 24
Southwest versus American Airlines--The Power of Relational Coordination	p. 25
Communication	p. 26
Relationships	p. 29
Coordinating through Relationships	p. 35
Southwest versus Continental, American, and United: Relational Coordination Pays Off	p. 38
Findings	p. 39
Improving Both Quality and Efficiency	p. 41
Why Relational Coordination Works: The Power of Collective Identity	p. 42
How Relational Coordination Works in Other Industries--The Case of Health Care	p. 44
The Challenge of Coordinating Patient Care	p. 44
Performance Effects of Relational Coordination	p. 46
Findings	p. 47
When Relational Coordination Matters Most for Performance	p. 48
Summing Up	p. 51
Ten Southwest Practices for Building High Performance Relationships	p. 53
Lead with Credibility and Caring	p. 56
Leadership at Southwest Airlines	p. 57
Leadership at Continental Airlines	p. 59
Leadership at United Airlines	p. 62
Leadership at American Airlines	p. 63
Southwest's Leadership Transition	p. 68
Southwest's Top Management Team	p. 69
Summing Up	p. 72
Invest in Frontline Leadership	p. 73
Supervision at Southwest Airlines	p. 74
Benefits of High Supervisory Staffing Levels	p. 76
Supervision at Continental Airlines	p. 77
Supervision at United Airlines	p. 77
Supervision at American Airlines	p. 79
The Southwest Difference	p. 81
The Case for Reduced Supervisory Staffing	p. 81
The Case for Increased Supervisory Staffing	p. 82
Summing Up	p. 83
Hire and Train for Relational Competence	p. 85
Hiring and Training at Southwest Airlines	p. 86
Benefits of Hiring for Relational Competence	p. 91
Hiring and Training at United Airlines	p. 92
Hiring and Training at Continental Airlines	p. 95
Hiring and Training at American Airlines	p. 96
Summing Up	p. 99
Use Conflicts to Build Relationships	p. 101
Conflict Resolution at Southwest Airlines	p. 102
Benefits of Conflict Resolution	p. 105
Conflict Resolution at United Airlines	p. 105
Conflict Resolution at Continental Airlines	p. 108
Conflict Resolution at American Airlines	p. 109
How Conflict Resolution Evolved at Southwest	p. 110
Summing Up	p. 112
Bridge the Work/Family Divide	p. 114
Encouraging Employees to Be Themselves at Work	p. 116
Recognizing Personal Pain and Triumph	p. 118
Employee and Family Identification with the Organization	p. 119
The Culture Committee	p. 119
Giving to the Community	p. 120
Efforts to Bridge the Work/Family Divide	p. 121
Preventing Work from Overwhelming Family and Community	p. 122
Summing Up	p. 122
Create Boundary Spanners	p. 124
Boundary Spanning at Southwest Airlines	p. 126
Benefits of the Boundary Spanner Role	p. 128
Boundary Spanning at United Airlines	p. 129
Boundary Spanning at Continental Airlines	p. 129
Boundary Spanning at American Airlines	p. 130
Southwest's Boundary Spanners in Action	p. 132
The Boundary Spanner as Relationship Builder	p. 137
Summing Up	p. 137
Avoid Finger Pointing--Measure Performance Broadly	p. 139
Performance Measurement at Southwest Airlines	p. 140
Benefits of Cross-Functional Performance Measurement	p. 141
Performance Measurement at United Airlines	p. 142
Performance Measurement at Continental Airlines	p. 144
Performance Measurement at American Airlines	p. 146
Accountability versus Learning	p. 149
A Different Approach to Performance Measurement at Southwest	p. 152
Summing Up	p. 153
Keep Jobs Flexible at the Boundaries	p. 155
Job Flexibility at Southwest Airlines	p. 156
Benefits of Job Flexibility	p. 158
Job Flexibility at Continental Airlines	p. 158
Job Flexibility at United Airlines	p. 160
Job Flexibility at American Airlines	p. 162
Why Flexible Boundaries Are So Uncommon	p. 163
Summing Up	p. 164
Make Unions Your Partners, Not Adversaries	p. 165
Labor Relations at Southwest Airlines	p. 168
Labor Relations at Continental Airlines	p. 172
Labor Relations at United Airlines	p. 174
Labor Relations at American Airlines	p. 178
Summing Up	p. 181
Build Relationships with Your Suppliers	p. 183
Partnering with Airports	p. 184
Partnering for Security after September 11, 2001	p. 186
Partnership Challenges	p. 187
Partnering with Air Traffic Control	p. 189
Partnering with Aircraft Manufacturers	p. 190
Benefits of Partnering with Your Suppliers	p. 191
Summing Up	p. 193
Building High Performance Relationships--And Keeping Them	p. 195
How the Ten Southwest Practices Reinforce (or Undermine) Each Other	p. 197
Lead with Credibility and Caring	p. 199
Invest in Frontline Leadership	p. 200
Hire and Train for Relational Competence	p. 200
Use Conflicts to Build Relationships	p. 201
Bridge the Work/Family Divide	p. 202
Create Boundary Spanners	p. 203
Measure Performance Broadly	p. 203
Keep Jobs Flexible at the Boundaries	p. 204
Make Unions Your Partners, Not Adversaries	p. 205
Build Relationships with Your Suppliers	p. 205
Summing Up	p. 206
Learning from Southwest--Efforts by American, Continental, United, and JetBlue	p. 208
Efforts by Other Airlines to Learn from Southwest	p. 209
American Airlines	p. 211
Continental Lite	p. 215
The United Shuttle	p. 219
JetBlue Airways	p. 222
Summing Up	p. 228
Thriving under Pressure--Southwest's Response to September 11 and Other Crises	p. 230
Resilience in the Face of Competition	p. 231
Resilience in the Face of Growth	p. 233
Response to the Crisis of September 11, 2001	p. 236
US Airways' Response	p. 236
American Airlines' Response	p. 239
Continental Airlines' Response	p. 241
Southwest Airlines' Response	p. 242
Layoffs as a Response to Crisis	p. 243
The Role of Financial Reserves	p. 244
Summing Up	p. 247
Implementing High Performance Relationships in Your Organization	p. 250
Lead with Credibility and Caring	p. 251
Invest in Frontline Leadership	p. 252
Hire and Train for Relational Competence	p. 253
Use Conflicts to Build Relationships	p. 255
Bridge the Work/Family Divide	p. 256
Create Boundary Spanners	p. 256
Measure Performance Broadly	p. 258
Keep Jobs Flexible at the Boundaries	p. 260
Make Unions Your Partners, Not Adversaries	p. 262
Build Relationships with Your Suppliers	p. 263
Maintain Financial Reserves	p. 264
Summing Up	p. 266
Appendixes	p. 267
Endnotes	p. 287
Index	p. 311
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