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Pacific Airlines outsourced its maintenance activities to a single provider to reduce costs due to a drop in air travel. This changed the property function from in-house to contract managers. Pacific hired a facilities head and enlisted external consultants to help manage this transition. The consultants were asked to provide support services over three years to help Pacific strategically manage facilities and add value rather than just see it as a cost.

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Lorelyn Tricia
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112 views4 pages

Ghjgyuiytuyt

Pacific Airlines outsourced its maintenance activities to a single provider to reduce costs due to a drop in air travel. This changed the property function from in-house to contract managers. Pacific hired a facilities head and enlisted external consultants to help manage this transition. The consultants were asked to provide support services over three years to help Pacific strategically manage facilities and add value rather than just see it as a cost.

Uploaded by

Lorelyn Tricia
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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TASK

PERFORMANCE
BSBA 2.1 A
PREPARED BY:

DAPITON, LORELYNTRICIA
CRUZ, MAWIE
DE VERA, HEIDE
PACIFIC AIRLINES

External factors leading to a significant drop in the air travel market fueled the need
for a well-known
airline to reduce its fixed cost base. Pacific Airlines decided to outsource its
maintenance activities, for the majority of its operational portfolio, to a single
provider. In doing so, the property function within the
airline changed from a large in-house resource of engineers and supervisors to a
small number of contract managers. This in turn led to the need for a clear definition
of the retained roles, significant changes to the supporting business processes, and
the replacement of legacy systems with up-to-date informatioN technology solutions
that could provide meaningful management information.

Recognizing that the company was in an entirely new position, the airline decided to
enlist the help of an external facilities management consultant. The newly appointed
facilities head was instrumental in this decision. Being new to the organization, the
facilities head was unfamiliar, as yet, with the resources at his disposal and the
precise nature of the task ahead of him. As the projected consultancy work could not
be specified in detail, being of an unknown quantity and composition, the company
chose to approach four (4) consultants. There was, therefore, a competitive element
among the consultants identified by the airline as prequalified for the role.

The four(4) consultants were asked to tender for a three (3)-year period of
consultancy aimed at helping the airline to manage the transitional period within its
property function. The consultants are required to provide support services through
an expert team of facilities managers, project managers, procurement specialists,
contracts managers, electrical and mechanical engineers. The head of maintenance
of Pacific Airlines reflected the fact that the requirement to manage facilities,
particularly within the wider context of the organization’s overall business needs,
was not fully recognized. Similarly, the type of reactive approach that dominated
maintenance activities was evidence of a lack of strategic thinking and of a failure to
recognize facilities as something more than a cost, and to appreciate their ability to
add value to the core business of the organization.
1. PROPOSE WAYS ON HOW PACIFIC AIRLINES MAY SUCCEED IN
THEIR ORGANIZATIONAL RESTRUCTURING USING THE
CONCEPT OF ORGANIZATIONAL MANAGEMENT LEVELS.

The organizational restructuring of Pacific Airlines may be effective if it follows


the operational level of the Organizational Management levels concept. Since a
new facilities head was unknown, Pacific Airlines ensured that their personnel
were competent for the job or that they had capable human staffing based on
their qualifications. Furthermore, to deal with environmental changes that may
need a shift in primary focus, the organization must be adaptive. Additionally,
the organization must guarantee that its goals are met. Lastly, Pacific Airlines'
head of maintenance was unfamiliar with the facilities, which is why the
corporation must develop new processes and procedures, such as strategic
thinking and action, in order to succeed in its organizational restructuring.

2. SUGGEST WAYS ON HOW THE NEWLY APPOINTED


FACILITIES HEAD OF PACIFIC AIRLINES MAY ADAPT TO THE
PRACTICES OF THE COMPANY

The newly hired facilities head of Pacific Airlines can adjust to corporate
practices by examining all the available resources and going over all the
tasks which are needed from him. He or she must make use of the expertise
of local partners who have the proper connections to the appropriate
individuals and authorities and who are aware of how to interact with them
effectively. He or she must quickly and thoroughly pick up as much local
institutional knowledge as feasible. Additionally, he or she must engage in
self-reflection by carefully considering your particular actions and ideas.
Then, rather of focusing primarily on generalizations about national and
cultural differences, he or she must pay attention to situational
circumstances. The ability to work independently or as part of a team
depending on the scenario, manage several projects, and especially always
be prepared for a change to adjust situations ultimately determine one's level
of flexibility. Facilities heads must be open to new ideas and concepts.
3. IDENTIFY THE APPROPRIATE COURSES OF ACTION IN MANAGING
THE FACILITIES OF PACIFIC AIRLINES BASED ON THE
ORGANIZATIONAL CONSIDERATIONS OF STRATEGIC ANALYSIS,
SOLUTION DEVELOPMENT, AND STRATEGY IMPLEMENTATION.

Based on this situation they started approaching their problem by


Strategic Analysis by deciding to outsource maintenance activities
for the majority of its operational potfolio to a single provider to
have a proper function within the airline to change from a large
in-house resource of engineers and supervisors to a small
number of contract managers and then the next step they did is
the solution development that they also decided to enlist the help
of external facilities management consultants to help them decide
what is the best option they can for their strategy , and each
consultants they aim , they are required to provide support
services through and expert teams of facilities managers, project
managers , procurement specialist , contract managers and
electrical and mechanical engineers then they applied the
Strategy implementation by having the consultants and having
communication with them and lastle by planning the solutions
they can have , in that way they did use the strategy formulation
which is strategic analysis, solution development and strategy
implementation.

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