Here is the synopsis of our sample research paper on JetBlue Management. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 4 page paper examining the management structure at the newest lower-fare airline. JetBlue replaces the middle manager of the past with three layers of vice presidents. JetBlue's structure is rather horizontal at lower levels – or its effect is – but it is vertical in upper areas of management. The result is that operational levels have the freedom to act, while senior management retains ultimate responsibility for the function and actions of the company. Bibliography lists 5 sources.
Page Count:
4 pages (~225 words per page)
File: CC6_KSmgmtJetBlu.rtf
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Unformatted sample text from the term paper:
Neeleman did not fit well with the Southwest Airlines culture under former CEO Herb Kelleher, but he learned much that he would incorporate - or avoid - when creating JetBlue.
One lesson was to purchase aircraft rather than lease them, "instantly" enhancing a start-up airlines credibility in the industry, both with competitors and suppliers.
Another was to maintain focus on the people of the company, creating a culture of inclusion and appreciation for the efforts of employees. It was Kellehers position
that superlative customer service could originate only with happy employees, and David Neeleman continues that perspective at JetBlue. The bottom line in terms of organizational structure is that it
is one that serves the needs of the company as well as the needs of its employees. It is vertically structured yet manages to avoid building unnecessary layers of
management between the "front line" and senior management. Lessons Learned in Brazils Slums Prior to founding JetBlue, Mormon David Neeleman spent two years
in mission service for his church to Brazil. He credits his time there with teaching him lessons and changing his perspective on "human interaction, cooperation, sharing, and the importance
of satisfaction with ones work" (Wademan, 2005; p. 24). These lessons later helped him to create the foundations of the corporate culture at JetBlue. Later his time spent
with Southwest Airlines founder and then-CEO Herb Kelleher both confirmed and solidified the lessons learned in Brazil. Neelemans perspective on its internal structural
changes is that "JetBlue is making the necessary structural changes designed to keep our internal culture feeling small as our airline enters a new era of expansion" (JetBlue Names New
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