People in organisations
A Singapore Airlines case study

Page 1: Introduction

When you run a large organisation, you are likely to have a large number of employees. The Singapore Airlines Group has more than 29,000 employees. This large workforce comprises a diverse mix of people who bring a range of skills, attributes and personalities to the workplace. They are employed in the Group’s homebase in Singapore and in as many as 80 diverse locations, all around the...
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Page 2: Organisational systems

In the most efficient organisations, all employees should know and understand their role and how it fits into the work of the organisation as a whole. They will also want to do the best that they can, not only in the interests of the organisation that employs them, but also in their own interest. With such a large and diverse group of employees operating in widely differing working environments...
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Page 3: Decentralising a business

There are many issues associated with decentralising a business. These include: Maintaining lines of communication: The structure must continue to provide information for employees so that, even though they work for just one unit, they know how other parts of the enterprise are working to serve the customer. Staff motivation: The structure must provide job satisfaction and be capable of...
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Page 4: Accountability

The several subsidiaries of Singapore Airlines today employ around half the people within the Group. Singapore Airport Terminal Services (SATS) was the first subsidiary to be created, in 1972. Although SATS is a separate company with its own stock exchange listing, the majority of its shares are owned by its parent company, Singapore Airlines. With a focus upon areas such as passenger ground...
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Page 5: Overseas operations

As a global business with operations in more than 80 countries, Singapore Airlines has also divided up the overseas business by geographical area. For each region, it has created a senior vice president with authority for that region. Being organised geographically makes it easier for a large company to: respond quickly to local issues and problems build up a knowledge of specific...
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Page 6: Conclusion

Singapore Airlines has looked to provide an efficient operational structure that identifies clearly where decisions are made, by whom and with regard to which sections of the business. As the Group pursues its corporate objectives, it is looking to free up its managers to make decisions within their own sphere of influence, without continuous reference back to headquarters. At the same time, the...
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