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The major portion of the organization's it infrastructure is outsourced to EDS, a worldwide it outsourcer who also owns Sabre, Inc., which is one of the major ticketing resources major airlines use to issue tickets to passengers. EDS has had to downsize thousands of jobs after U.S. Airways claimed bankruptcy a second time, because EDS is one of the airline's largest unsecured creditors. This is not to say that U.S. Airways does not have an internal it department with its own infrastructure. The internal it department coordinates workings between EDS and U.S. Airways. The company also maintains an internal Help Desk, and maintains their own it security development and monitoring. The it department is based in the Arlington, Virginia headquarters. Within the it infrastructure, there are code sharing agreements with other airlines that allow passengers to use mutual airport clubs, and participate in simplified ticketing and baggage procedures. The agreements are coordinated through software used by the specific airlines, as well as in other areas of operations. U.S. Airways it infrastructure is complicated and large, but it would be even larger if U.S. Airways did not outsource much of the operations to EDS. As such, the infrastructure now is primarily service and help for computers and users in each...
Airways operations centers and airport locations. As such, there is not a high level it director or officer listed in the management structure of the organization.
US Airways budgeting cycle is annual, with their fiscal year ending December 31 of each year. In January, 2005; the organization reported a fourth quarter 2004 net loss of $236 million, compared to a $98 million net loss for the fourth quarter 2003. In addition, the fourth quarter 2004 pre-tax loss of $238 million compares to a pre-tax loss of $99 million for the same quarter in 2003.
A chose this organization because the organization seems to be in continual turmoil due to monetary losses and poor management. The airline has had several contract disputes with employees, including pilots, flight attendants, and mechanics, and has reduced pay, benefits, and pensions to a majority of their employees and retirees. It seemed an interesting company to focus on to understand more of the internal workings, and to discover if there seemed to be any internal reasons for the company's lack of success. It has claimed bankruptcy twice within two years, and still seems to be struggling to survive, so it seemed like an organization to study now, before it disappears.
References
US Airways Web site.
structure organization choosing. Provide organization chart top levels organization Word, Excel, a .pdf format preparing organizational chart. (20 marks). As part evaluation, assess appropriateness method departmentalization (20 marks), implications authority (20 marks) job design (20 marks). Organizational structure Wal-Mart is the largest retailer in the United States and it has even increased its presence within the international market place. Throughout the past recent years, when numerous economic agents went bankrupt or
Organization familiar present items relate organization: • Describe organizational structure selected organization. Compare contrast structure organizational structures. • Evaluate organizational functions ( marketing, finance, human resources, operations) influence determine organizational structure selected organization. My company choice is Microsoft, mainly because it best reflects one of the newest and most used organizational approaches in the 20th and 21st century. There are several interesting considerations worth pointing out in the case of Microsoft. Microsoft
With this approach, consultation psychology focuses on the issues of the group as a whole and therefore typically uses group discussions, interviews and observations as opposed to singling out specific individuals. The result is that, by using consultation psychology in the field of industrial and organizational psychology, the focus is on the group and the roles the individuals who make up the group play. With this focus, industrial and
" To be more precise, the authors explain that there is a procedure that has been created as an aspect of the theoretical model of Structural Adaptation to Regain Fit (SARFIT) (Donaldson). This model asserts that when an organization in fit experiences improved performance that results it results in excess resources and leads to growth in size, geographic expansion, innovation or diversification. This in turn increases the number of contingency variables.
They might have a different structure at higher levels where more innovation and creativity is required, but at the lower levels everything is based on a machine-like system -- that system is what the franchisees pay for. Another type of organization is the professional bureaucracy. This type of organization also has a high level of bureaucracy to its nature, but differs from the machine bureaucracy in that there is also
However, this does not happen always. An organization's structure is in reality an extremely powerful control technique, as the alternative to structure will automatically favor some groups and put others in trouble. In case managers are employing structure to extend power to some groups or individuals they are not just wielding power rather are getting involved in political movement. Therefore, strategic choices relating to structure might not be coherent