Singapore Airlines (SIA) by its precise nature provides airline services in a free market and aims at delivering quality services (Harvard Business School, 1989). Achievement of quality and reliable services is guided by key, salient points that include a democratic organization, creation of smallest units possible, training and retraining of the group, equality in al departments, delegation of authority, and an environment where delegation of tasks is exercised effectively. Following the six airline stagey, this industry has registered tremendous growth and profit following the differentiation of the airline industry. Pillay the SIA manager underscored that the sector fly the most advanced and best aircraft while the maintenance operations are among the best in the world (Harvard Business School, 1989). In respect to organization democracy, hiring of cabin crew and engineers is done from within and western countries. Therefore, all candidates who meet SIA selection criteria are hired and offered the necessary training skills without biases. SIA being a multiracial society, levels of democracies are acerbated through the high standards of performance and selection upheld by the industry. Cabin crews are hired from Chinese, Indian, Malay, and Eurasian communities; thus, embracing cultural traditions of service and hospitality.
Creating an environment where delegated responsibility can be used effectively is a critical pillar in SIA policy framework. However, an article published in the Sunday times in 1981 indicated that a climate of hostility pervaded SIA. Passengers as policy of rating customers is free to interact with stewardess incase the stewardess turn down the request for dates with passengers she often receives negative compliments. Such negative feedbacks affect the stewardess’s reputation and are associated to a failed appraisal system. In an effort to address the issues, the management (senior or chief) embarked on a training check stewards allowing stewardess to appeal for questionable assessments. Delegation of responsibility was a point of concern to most cabin crews who were interviewed randomly. Since the crew cabin undergoes rigorous training that involve eight weeks of groundwork training and close supervision during flights, they should be free to interact with passengers.
In an interview conducted in 1981 by an independent consultant with 20 flight stewardess and stewards, the findings indicated that cabin crews did not interact with passengers accordingly (Harvard Business School, 1989). Some crews acknowledged of having hard times and being anxious while dealing with passengers. This is a reflection of inadequate and effective training on communication aspects of the cabin crews. Some stewardess responded that they were afraid messing up their English as they engaged the passengers. It is the responsibility of the SIA personnel to establish smaller units that would equip cabin crews with knowledge on how to handle issues, in the course of their service. In a democratic organization such as SIA, the stewards have the rights to air their views and have their concerns addressed by appropriate departments. Some issues that were yet to be addressed include limitation of working as a team during flights and lack of information relating to visited places. Some changes I would incorporate would be on training and retraining objective and on establishing an environment where delegated responsibilities are executed effectively. New changes, in training, would focus on equipping stewardess with basic communication tips in foreign languages to enhance their interactions with passengers. Delegation of responsibilities would be structured in a manner that cabin crews have the rights to question managerial appraisal systems they deemed in appropriate and unfair.
References
Harvard Business School. (1989). Singapore Airline (B). Web.
Harvard Business School. (1989). Singapore Airlines (A). Web.