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How Airlines Can Improve Performance by Engaging Their Employees
When both an industry's workers and its customers report high and rising frustration with the way they are being treated, something is fundamentally wrong. In response to these conditions, many of the world's airlines have made ever-deeper cuts in services and their workforces. Is it too much to expect airlines, or any other enterprise, to provide a fair return to investors, high-quality reliable service to their customers, and good jobs for their employees?
Measured against these three expectations, the airline industry is failing. In the first five years of the twenty-first century alone, U.S. airlines lost a total of $30 billion while shedding 100,000 jobs, forcing the remaining workers to give up over $15 billion in wages and benefits. Combined with plummeting employee morale, shortages of air traffic controllers, and increased congestion and flight delays, a total collapse of the industry may be coming. Is this state of affairs inevitable? Or is it possible to design a more sustainable, less volatile industry that better balances the objectives of customers, investors, employees, and the wider society? Does deregulation imply total abrogation of government's responsibility to oversee an industry showing the clear signs of deterioration and increasing risk of a pending crisis?
Greg J. Bamber, Jody Hoffer Gittell, Thomas A. Kochan, and Andrew von Nordenflycht explore such questions in a well-informed and engaging way, using a mix of quantitative evidence and qualitative studies of airlines from North America, Asia, Australia, and Europe. Up in the Air provides clear and realistic strategies for achieving a better, more equitable balance among the interests of customers, employees, and shareholders. Specifically, the authors recommend that firms learn from the innovations of companies like Southwest and Continental Airlines in order to build a positive workplace culture that fosters coordination and commitment to high-quality service, labor relations policies that avoid long drawn-out conflicts in negotiating new agreements, and business strategies that can sustain investor, employee, and customer support through the ups and downs of business cycles.
The Aerial Adventures of Phoebe Omlie
Aviation pioneer Phoebe Fairgrave Omlie (1902-1975) was once one of the most famous women in America. In the 1930s, her words and photographs were splashed across the front pages of newspapers across the nation. The press labeled her "second only to Amelia Earhart among America's women pilots," and First Lady Eleanor Roosevelt named her among the "eleven women whose achievements make it safe to say that the world is progressing."
Omlie began her career in the early 1920s when aviation was unregulated and open to those daring enough to take it on, male or female. She earned the first commercial pilot's license issued to a woman and became a successful air racer. During the New Deal, she became the first woman to hold an executive position in federal aeronautics.
In Walking on Air, author Janann Sherman presents a thorough and entertaining biography of Omlie. In 1920, the Des Moines, Iowa, native bought herself a Curtiss JN-4D airplane and began learning how to fly and perform stunts with her future husband, pilot Vernon Omlie. She danced the Charleston on the top wing, hung by her teeth below the plane, and performed parachute jumps in the Phoebe Fairgrave Flying Circus.
Using interviews, contemporary newspaper articles, archived radio transcripts, and other archival materials, Sherman creates a complex portrait of a daring aviator struggling for recognition in the early days of flight and a detailed examination of how American flying changed over the twentieth century.
Democratic Unionism and Dissent at Boeing
Dana L. Cloud engages union reformers at Boeing in Wichita and Seattle to reveal how ordinary workers attempted to take command of their futures by chipping away at the cozy partnership between union leadership and corporate management. _x000B__x000B_Focusing on the 1995 strike at Boeing, Cloud renders a multi-layered account of the battles between the company and the union and within the union led by Unionists for Democratic Change and two other dissident groups. She gives voice to the company's claims of the hardships of competitiveness the entrenched union leaders' calls for concessions in the name of job security, alongside the democratic union reformers' fight for a rank-and-file upsurge against both the company and the union leaders._x000B__x000B_Incorporating theory and methods from the fields of organizational communication as well as labor studies, Cloud methodically uncovers and analyzes the goals, strategies, and dilemmas of the dissidents who, while wanting to uphold the ideas and ideals of the union, took up the gauntlet to make it more responsive to workers and less conciliatory toward management, especially in times of economic stress or crisis.
From Invention to Industry
A Picture History of the First Forty Years
Young Henry Ford is a visual and textual presentation of the first forty years of Henry Ford—an American farm boy who became one of the greatest manufacturers of modern times and profoundly impacted the habits of American life. In Young Henry Ford, Sidney Olson dispels some of the myths attached to this automobile legend, going beyond the Henry Ford of mass production and the five-dollar day, and offers a more intimate understanding of Henry Ford and the time he lived in. Through hundreds of restored photographs, including some of Ford's own taken with his first camera, Young Henry Ford revisits an America now gone—of long days on the farm, travel by horse and buggy, and one-room schoolhouses. Some of the rare illustrations include the first picture of Henry Ford, photos from Edsel's childhood, snapshots of the interior and exterior of the Ford homestead, Clara and Henry's wedding invitation, and photos of the early stages of the first automobile.