Singapore Airlines

Executive Summary: Singapore Airlines

Singapore Airlines was established as a separate entity in 1972, when it split up with the Malaysia-Singapore Airlines. However, if the existent history of the formation of the company is considered, so, Singapore Airlines was founded in 1947, when it was built-in to the Malayan Airlines. In those yearss, merely three flights per hebdomad, to Kuala Lumpur, Ipoh and Penang, were all that the people in Singapore were privileged to. But, there were really fast developments in the state of affairs in a span of two decennaries. During this period, Singapore ‘s Kallang Airport gained an international exposure and started doing immense add-ons to its fleet. Soon after the birth of the Federation of Malaysia on February, 1963, the Malayan Airlines came to be known as the Malaysian Airlines, and in 1966, it was renamed the Malaysian-Singapore Airlines. But, in 1972, 15 old ages from the twenty-four hours it was founded, Singapore Airlines split up with Malaysian Airlines and acquired a separate individuality.

This split nevertheless, helped the air hoses to take its determinations itself and the company was able to implement many advanced strategies which helped it non merely to derive a greater popularity, but besides to spread out its concern by a far greater extent than its Malayan opposite number. The air hoses that started off with merely a individual plane that took off merely thrice in a hebdomad some six decennaries ago, has today managed to develop rather a big and advanced fleet today, that covers 93 finishs in 38 states.

However, the success of any administration depends upon a figure of factors. Inspite of thorough and regular research plans, many administrations have n’t been able to win in their Fieldss. There still remain some intrinsic jobs that many fail to detect ab initio but which become outstanding as clip base on ballss by. This paper is a instance survey to place any such jobs that might impede the successful working of an administration and what the possible ways to avoid them could be ( The Creation of Singapore Airlines, 2009 )

Chapter 1: Organizational Structure and its Basic Elementss

A. Organisational Structure

Organizational Structure is an ordination among a group of people who coordinate among themselves for accomplishing a preset mark. A good organizational construction plays a major function in the care of subject in a company and hence, is really of import for a smooth tally, because a proper and clear hierarchy non merely distinguishes among the different responsibilities that different people should execute but besides makes the best usage of a individual ‘s potencies. An administration could be structured in either a hierarchal ( top-down ) or a functional mode ( managed by different caputs in different sections ) , harmonizing to the size and the diverseness into which a company indulges itself ( Organizational Structure, n.d. ) .

The Singapore Airlines is one of the biggest in footings of turnover every bit good as coverage in the air hoses industry. But, the secret behind it is a good administration. It follows a hierarchal organizational construction being a subordinate of the Singapore Government and a figure of vice-presidents underneath responsible for a assortment of operations.

The Singapore Airlines had long been exemplified as one with a really flexible organizational construction that had everlastingly helped it to emerge out of eventualities. But, the more of import portion for the success behind an administration is the relation that exists between its assorted elements.

B. Elementss of Organisational Structure

( I ) Complexity of the Administration

The Singapore Airlines today has a strength of about 2000 pilots, 7000 runing cabin crew and 170 land staff. In add-on, to the nucleus work of transposing people, it besides is involved in a assortment of activities aimed towards societal public assistance and environmental protection, for which the company employs a big figure of executives The company besides indulges in researches aimed at betterment of its services and heightening its circle of operations. The company had historically been a innovator in the acceptance of new engineerings in the air power industry in Fieldss of both flight and in-flight installations. It became more apparent when the company became the first to have and run the largest aircraft in the universe, A380, in 2007 between Singapore and Sydney ( Dooley, K. 2002, pp1 )

( two ) Centralization of Structure

For Singapore Airlines, although the ultimate power remainders in the custodies of the Government of Singapore via the Ministry of Finance, the authorities had ever been really rigorous about its non-engagement in the direction of the company and therefore has recruited a figure of efficient vice-presidents who are assigned to the proper running of the administration. Therefore, theoretically although it could be said that the house has a centralized construction, yet practically this can non be supported on a house land.

( three ) Formalization of Structure

Formalization implies the grade by which an administration formalises its procedure of puting regulations, ordinances and limitations on its members. The Singapore Airlines had ne’er been an tyrant in the field but had instead focused on maintaining the ordinances low so that its employees are comfy in the environment they work and feel free to suggest any likely alterations that might be in favor of the administration. Keeping the regulations and ordinances minimal have added to the productiveness of its employees and has helped it to turn so fast.

Chapter 2 – Dimensions of Organizational Structure: Mintzberg ‘s Theorem

Henry Mintzberg identified six different types of organizational constructions suited for different types of administrations go throughing through different stages, viz. – Simple Structure, Machine Bureaucracy, Professional Bureaucracy, Division Organisation, Innovative Organisation and Idealistic Organisation.

At the beginning, the administration adopts a simple construction that is non being able to afford a extremely organized hierarchy in the initial phase. As the house starts turning, it adopts a more organized construction harmonizing to the type of concern. Machine Bureaucracy would be ideal for those houses that are more dependent on researches and inventions, while Professional Bureaucracy implies the presence of a big figure of specializers in the administration. Division Organisation is suited for those that involve themselves in a figure of merchandises, for which the coordination between the assorted links in the in-between direction becomes of import. Advanced Organizational Structure is that in which formal preparation is imparted to the employees for the efficient running of the system. Last, the Idealistic Organisational Structure is that in which the company fixes a set of policies that becomes the company slogan and everyone is bound to adhere to it. The last five organizational constellations being discussed represent a proper hierarchical or functional construction and develop merely after the company attains a certain degree of growing ( Organizational Configurations, 2009 ) .

Singapore Airlines is a mature airlines house that follows a hierarchal organizational construction. However, the company can non be said to be following a individual constellation, but instead it is inclined to both Machine Bureaucracy and Professional Bureaucracy. None of the other constructions are found to be within the administration – neither does it indulge itself in a big assortment of merchandises so as to follow a Division Organisation, nor does it leave any formal preparation to its employees who are already trained at the clip of enlisting ( the instance of Innovative Organisation ) and nor is at that place any such rigorous company slogan that is intrinsic for an Ideal Structure. Rather, the company ‘s nature to use already specialised people in its administration, as is the instance for all air power houses, and its engagement in a big figure of research undertakings meant to advance both its internal and external personal businesss proves that the house follows a Machine Bureaucracy every bit good as a Professional Bureaucracy type of organizational construction.

Chapter 3 – Determinants of Organizational Structure: Organizational Goals

Organizational ends are those that help a company to smoothly run its operations by avoiding any helter-skelter environment and giving a way and motive to the company. Puting organizational ends help a company to cognize the exact marks that it needs to accomplish and be after a scheme that would be most appropriate to get them. In other words, planning of organizational ends help a house to move in a more effectual and efficient mode. The ends that a company sets chiefly are based upon two cardinal facts – ends focal point and means focal point. The natures of these ends nevertheless keep on altering depending on that of the squad ( Puting Organisational Goals, n.d. ) .

The main organizational ends of the Singapore Airlines had been the accomplishment of a stable and a innovator place in its several field of operation. The company had so been the first in establishing a figure of new plans, new techniques and devices. The most noteworthy is the fact that the air hoses became the first on October 25, 2007, to have and run the universe ‘s largest commercial aircraft – the A380 between Sydney, Singapore, London, Tokyo, Paris and Hong Kong. The air hoses company besides researches upon the altering gustatory sensations of its consumers and supports on altering its client services consequently. It has enhanced the amusement services, nutrient services and other in-flight services harmonizing to the altering gustatory sensations of its clients and this is the ground why a big figure of people had been loyal to the company for many old ages. Furthermore, it had been doing add-ons to its fleet on a regular footing so as to guarantee maximal coverage in its operations, both for the convenience of the people every bit good as assisting itself to gain greater net income borders.

Chapter 4 – Organizational Effectiveness

There are four attacks that judge the organizational effectivity, viz. – end attainment attack, systems approach, strategic components attack, balanced scorecard attack. The end attainment attack identifies the ends of the administration and paves a way to accomplish them. It should be the ideal attack when ends are clearly mensurable with regard to clip and the administration ‘s capableness. The greatest advantage of this standard is that it can be really straight-forward, provided the ends are decently specified.

The Systems Approach is that which utilises the scarce resources derived from the environing environment, efficaciously, for the achievement of organizational ends. This attack should be ideally used when there is a clear nexus between the inputs used and the end product produced by the company. The chief advantage of this attack is that, before make up one’s minding upon the company ends, it assesses the impact that the completion of the marks set by the house would make on the society and the environment.

The Strategic Constituencies attack is that which stresses upon the successful completion of the demands of one or more constituencies internal to or an external of the administration. This attack is adopted by an administration in instance the constituencies have a really strong influence in the house ‘s operations. The benefit of this attack is that the house evaluates its budget and compares it with a figure of viing 1s before it pins up on one or more organizational ends.

A balanced scorecard attack to measure organizational effectivity should be adapted to judge whether the small-scale operations in a house are alining with its larger-scale activities. This attack is the ideal one to measure a house ‘s long-run involvements. Therefore this attack helps in alining the house ‘s way of operations consequently after mentioning the ends in a proper mode. Since it is an attack underscoring on the long tally, so, it must be really patient in its activities.

It is a widely known fact that any administration that wants to prolong in the industry and make a stable and strong land for itself, must concentrate on the long-run involvements. Singapore Airlines is one such house that had ever aimed towards long-term additions and that is the ground why it is at present in the most stable place compared to all other air power houses in Asia. Again this peculiar house had ever aimed at going a innovator in its field of operations and had in most instances been able to accomplish its purpose. This needs a true apprehension of the house ‘s capablenesss and the restraints that might impede its operations, before it sets a end for itself. Therefore, it could non be said that the house had been a loyal follower of a peculiar attack to mensurate its organizational effectivity. Rather, the attack it had been following could be individually identified as holding the features of both the end attainment attack and the balanced scorecard attack.

Chapter 5 – Structural Problems

Whatever be the organizational construction adopted by a company, in most instances, it can non be problem-free. Particularly in a hierarchal construction, the chief job is that of communicating. The determinations that the administrative officials at the top of the administration make take a longer span of clip to trickle-down to its grass root workers. Furthermore, because of this deficiency of communicating, the atmosphere in the administration could be really helter-skelter therefore upseting the smooth operation of a house. However, any such job is non expected to originate in instance of Singapore Airlines since the topmost place is held by the Government of Singapore that has purely kept itself aloof from all operational activities of the house. Alternatively, it has divided the different sections and employed a figure of vice-presidents as the caputs of those subdivisions. This eases out the procedure by a big extent.

Another likely job that might originate in a peculiar organizational constellation is that of really restrictive regulations and ordinances that frequently confine the activities of its employees under the feeling of being really disciplined. The employees in such houses neither acquire adequate enthusiasm to work and nor to introduce. But, Singapore Airlines had been really argus-eyed of this fact and had ever allowed its employees to hold their ain infinite which had helped the company non simply to turn but besides to go one of the fastest growth and advanced in the industry.


At a clip when the Asiatic air power industry on the whole is at the brink of a prostration, the Singapore Airlines appears to be its lone beam of hope. The company had ever made commissariats for a flexible organizational construction by seting its direction force harmonizing to the economic state of affairss. Since it belongs to a little state, the air hoses had ever made the best possible usage of the globalization factor and therefore had responded to regional crises on a relatively low graduated table. For illustration the present ruin that has about gulped the Asiatic air power industry, is chiefly caused by an initial rush in the flow of wealth in the pockets of the Asiatic middle-class and so a sudden diminution in the foreign exchange rate in footings of dollars when most of the debts were denominated in footings of dollars. Furthermore, the huge rise in fuel costs is besides one of the grounds. However, Singapore Airlines had strategically handled its concern in a manner that nil other than a planetary meltdown could impact it. It had already spread its wings to a big figure of states and already had acquired a immense figure of loyal clients through some alone client services that it provides ( Asia Pacific Management News, June 24, 1998, para 2 & A ; 9-11 ) .


Asia Pacific Management News, June 24, 1998, Asiatic air hose industry seesaws on prostration [ Online ] . Available at hypertext transfer protocol: // [ Accessed on August 23, 2009 ]

Center for Awareness, Service and Action, n.d. Puting Organizational Goals [ pdf ] . Available at hypertext transfer protocol: // [ Accessed on August 24, 2009 ] .

Dooley, K. 2002. Organizational Complexity [ pdf ] . Available at hypertext transfer protocol: // [ Accessed on August 23, 2009 ]

McShane Steven L. , Glinow Mary Ann Von, 2008, Organisational Structure [ PPT ] . Available at hypertext transfer protocol: // % 2015.ppt [ Accessed on August 23, 2009 ] .

Organizational Structure, n.d, Organizational Structure [ Online ] . Available at hypertext transfer protocol: // [ Accessed on August 23, 2009 ]

Singapore Airlines, 2009, The Creation of Singapore Airlines [ Online ] . Available at hypertext transfer protocol: //
[ Accessed on August 24, 2009 ]

The Executive Fast Track, 2009, Organisational Configurations [ Online ] Available at hypertext transfer protocol: // [ Accessed on August 23, 2009 ] .


Robbins, S.P. and Barnwell, N. ( 2002 ) Organisation Theory. Prentice Hall: Sydney.


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