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Essay / Research Paper Abstract
A 6 page paper developing a strategic fuel-hedging plan for Qantas. Fuel hedging will not solve all of Qantas' fuel cost problems, and it will have no effect at all in the short term. Over time, however, it will enable Qantas to exercise better financial control over the company and know more of what to expect in terms of changes in its own fuel prices. Though fuel prices still will be high, Qantas will be better able to manage them rather than only react to changes in world oil prices. Bibliography lists 12 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KSairQantas.rtf
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Unformatted sample text from the term paper:
is the national airline of Australia and one of the worlds leading commercial airlines. All large airlines are feeling the pressures of increasing fuel prices; the purpose here is
to develop a strategic plan to counter the long-term trend. Strategic Design The internal environment of a company is comprised of the general
conditions that exist inside the company (Carson, 2003). Factors include personnel, the type of interactions between personnel, the physical setting, the rules, procedures, processes, company culture, company image, access
to resources, operational capacity and efficiency, brand awareness, market position, financial resources, patents or trade secrets and so on. These perspectives and analyses
have been used successfully for many years but today, we have the "new organization." The new organization can be better understood by using multiple perspectives (Freeman, 1999). Three
perspectives (or lenses) that have been shown to be useful are: strategic design, political and cultural (some of the following descriptions are taken directly from Rabelo, (2004) and are related
to bringing about change; also see Maanen, 2003). The Strategic Design Lens One of the fundamental and basic tasks in organization management is
organizational design. From this perspective, organizations are viewed as systems constructed to achieve goals (Freeman, 1999). In order to analyze an organization using this lens or perspective, we
must ask what the goals are and if each person and all practices and processes in the organization oriented to achieving these goals. Since management is responsible for organizational
design, then, it follows that management sets strategies to achieve the goals (Freeman, 1999). Managers then need to decide which activities are needed
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