Professional Documents
Culture Documents
2014PGP292
Sindhu S
2014PGP365
V Veena
2014PGP409
Contents
Introduction.....................................................................................................2
Vision...............................................................................................................3
Mission.............................................................................................................3
Organisational Structure..................................................................................4
SWOT Analysis.................................................................................................5
Performance Based Management....................................................................6
Balanced Scorecard at Air India.......................................................................7
Action Plan.......................................................................................................8
Strategy Mapping..........................................................................................11
References.....................................................................................................12
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Introduction
Air India is a part of the Air India Limited Company, a Government of
India Entreprise. Headquartered in New Delhi, the airline is third largest in
India (after Indigo and Jet Airways) , serving domestic and international
airports.Stiff competition from private carriers, labour trouble , poor financial
performance and service led to the decline of Air India from being the largest
operator in the subcontinent . Air India has two major domestic hubs
at Indira Gandhi International Airport and Chhatrapati Shivaji International
Airport, and secondary hubs at Netaji Subhas Chandra Bose International
Airport, Kolkata and Chennai International Airport. The airline formerly
operated a hub at Frankfurt Airport which was terminated on account of high
costs. However, another international hub is being planned at the Dubai
International Airport.
In 2012 the company was running at a loss of Rs.75,597.4 million,
when the cabinet approved a Financial Restructuring Plan (FRP) and a
Turnaround Plan (TAP) in April 2012 to restructure the working capital debt as
also to provide Equity Infusion over a period up to FY 2021 based on
regulatory support. The Government also laid down specific targets to be
achieved in terms of on time performance, load factors, yields, aircraft
utilisation, hiving off non-core business, induction of new aircraft, route
rationalisation, reduction of cash losses, etc. as per Chaimans message in
the annual report for 2012-2013.
Vision
To be the leader in Indian aviation and Indias Ambassador to the
world.
Mission
2 | Page
Leadership
Customer
Processes
People
Indias Ambassador
Values
3 | Page
Organisational Structure
Chairman &
Managing
Director
Joint Managing
Director
Director Commercial
Director - Finance
Director - HR
Director Operations
Executive
Directors
Executive
Directors
Executive
Directors
Executive
Directors - Ops,
Training & Flight
Safety
General Manager
Cargo
Regional General
Managers
Regional General
Managers
Regional General
Managers
General Manger
Catering
General Manager
- Engineering
Regional General
Managers
General Manager
- Flight Safety
4 | Page
Figure 1 depicts the structure of the top management of Air India. The
company has a Departmental Structure. The organisation-wide performance
management tool must cater to all departments.
SWOT Analysis
Strengths
Weaknesses
Low accountability
Government backing
Opportunities
Threats
Non-cooperation of employee
union
reviewing, and reporting performance data; and using that data to drive
improvement.
Various steps involved in a performance based management model are:
Gathering inputs
Selecting activities
Setting targets
Measuring outcomes
6 | Page
Action Plan
We have identified
implementation:
Step 1:
7 | Page
Define the companys Vision, Mission, and the Core Goals to be achieved by
the Balanced Scorecard.
Step 2:
List the objectives to be achieved under these 4 broad perspectives
Financial;
Customer;
Process;
Step 3:
List out initiatives to meet the objectives identified in Step 2. Set specific
targets to achieve by the end of the financial year and identify measures or
KPIs to quantify the performance of these initiatives.
Establishment
operations
8 | Page
of
hubs
to
integrate
domestic
and
international
Step 3:
Once the goals are defined and initiatives are decided upon. It is necessary
to decide who undertakes what initiative and up to what extent.
Step 4:
Lastly, the actual performance outcomes must be measured against the
target. Corrective measures must be taken to address shortcomings in the
Balanced Scorecard.
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Over the past few years, Air India has successfully undertaken and
accomplished the below mentioned initiatives:
(Source: Air India Annual Report 2013)
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Strategy Mapping
The strategy map shows how the different strategic objectives of the
company are linked to create shareholder value. Upon improving relations
with labour union and providing training and development to employees,
process efficiency is bound to increase. Once fuel efficiency, operational
efficiency and asset utilization is achieved, the organization is able to provide
better customer service and establish loyalty amongst customers.
Upon, improving customer satisfaction, Air India would ultimately make its
shareholders happy. The ultimate goal of the company is to become the
leader in India Aviation. This can be achieved through such strategic
mapping.
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References
1. http://www.airindia.in/writereaddata/Portal/FinancialReport/1_229_1_An
nual_Report_of_Hotel_Corporation_of_India_Limited.pdf
2. www.ukessays.com
3. Management discussion and analysis report of Air India
4. Performance Based Management by Cathy Iles
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