1.Does the organisational design of this corporation help or deflect it in achieving its organizational goals?
Continental Airlines utilizes a divisional structure coitus to the prudence of its various entities. This structural design is due to the hard nature of the aviation industry as well as the autonomy required in operating a two dozen hour a day, seven day per week world-wide moving in. In my opinion, the structural design of this organization with the exception of Continental Express and Continental ephemeris time can really non be structured in any some other way, and therefrom should be considered helpful. The airline business is an incredibly tough business as it is. The costs of operations in relation to wampum per passenger mile are very low. This airline and its management team have emerged from bankruptcy and flat fly the newest evanesce of aircraft in the sky today. Chairman and CEO Gordon Bethune with his years of stimulate in the aviation industry have afforded the opportunity for Continental to receive more awards for customer satisfaction than any other airline. Obviously, this is a far cry from the pre-bankruptcy days of this airline which now proudly stands as an industry leader. (No, I do not work, nor have I ever worked in the airline industry).
The organizational structures leadership includes various notables that have grown up within the industry filling various leadership positions for other airlines. It seems as though Mr. Bethune has installed an incredibly capable team to steer this familiarity into the future. I carved out Continental Express and Micronesia since they are basically licensed businesses that fly under the Continental flag. Their existence within the Continental family does provide routes to smaller and far-eastern destinations simply are independently managed and therefore not considered (by me) as anything more than a profit center on the...
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