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Managing Change Essay

1521 words - 7 pages


Section Topic Page
Section 1 Content Page 1

Section 2 Introduction 2

Section 3 Qantas Airline Service and Operations 3

Section 4 Source of the Problem 4

Section 5 Impact on the Internal & External Environment 4

Section 6 Adequacy of Management Attempts to
Manage the Problem 5

Section 4 Conclusion 6

Section 4 Referencing 7


In all organization changes are always a key point for improvement especially for Multi National Cooperation for example the CEO of a MNC company, most of the MNC CEO often hold on to their position for at most of a 5 years period after which they will ...view middle of the document...

Altogether The Qantas Group’s have been using two alliance airline brands to cater for the worldwide market which are Qantas and Jetstar.

Qantas is the world's second oldest airline. Founded in the Queensland outback in 1920, it is
Australia’s largest domestic and international airline and is recognized as one of the world's leading long distance carriers, As Qantas is divided into three closely related groups, Commercial, Customer and Marketing, and Operations. The Commercial group includes sales and distribution, commercial planning, and alliances of the business to business issue where as Customer and Marketing section includes customer experience while flying with Qantas, cabin crew service and other good improvement pointers, in-flight services and marketing and finally The Operations group which comprises engineering, airports, catering, flight operations, operations planning and control (Qantas 2010).

On the other hand Jetstar focus on low fares airline and believe that everyone will be able to fly even with the tightest budget and Jetstar operations based is located in Singapore. Together Qantas and Jetstar employ approximately 43,280 people and offers services across a network spanning 182 destinations in 44 countries around the globe.

Domestically, Qantas, QantasLink and Jetstar operate around 5,600 flights a week serving 59 city and regional destinations in all states and mainland territories (Qantas – nearly 2,400; QantasLink – nearly 2,000; Jetstar – around 1,200). Jetstar also operates 160 domestic flights a week in New Zealand. Internationally, Qantas and Jetstar operate more than 970 flights each week (Qantas – 630; Jetstar – 340). The Group’s network comprises 182 destinations in 44 countries, including Australia and those served by code share partner airlines.


On the 4th of November 2010 A Qantas A380 Airbus build aircraft operating flight number QF32 departed from Singapore to Sydney experienced an engine issue soon after takeoff and was force to return back to Singapore for further engineering inspection to be carried out, and in line with proper procedure, the pilot has sought priority clearance for its return to Singapore and has successfully landed the aircraft safely at 11.45am local time. During the period QF32 aircraft had 440 passengers and 26crew on board but there were no injuries to any passengers or crew on board (Qantas 2010).

The source of the problem lies on the engine closest to the fuselage on the left wing was spotted with shooting flames and raining large metal chunks around Indonesia. Soon after the QF32 had landed safely in Singapore visible burn marks and was missing a plate section that would have been painted with the red kangaroo logo of the airline. The upper part of the left wing also appeared damaged, indicating that one or more pieces from the engine gouged a hole in the wing (The Telegraph 2010).


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