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Management lessons from the world's most profitable airline~"If you want to understand how one organization can change the competitive rules of the game for an entire industry, read this book."--James L. Heskett, Baker Foundation Professor, Harvard Business School and Coauthor of The Value-Profit Chain~Fortune magazine calls Southwest Airlines "the most successful airline in history." With a market value greater than the rest of the U.S. airline industry combined, Southwest Airlines is an amazing company with amazing management practices. Drawing on extensive research and interviews with frontline Southwest employees, managers, and senior executives­­The Southwest Airlines Way explains how Southwest's relationship-based performance principles can be adopted by managers in any industry, with dramatic results.~Full of frontline tales of Southwest's innovative management style, this compelling book explains how Southwest's relentless focus on high-performance relationships and its people-management practices have been the key to its unparalleled success in the airline industry. It reveals how any organization willing to invest the time and effort can learn from Southwest's management style by creating shared goals, shared knowledge, and mutual respect among management, employees, and suppliers. This is the secret of how Southwest consistently outperforms its competitors in the high-pressure, timesensitive airline industry.

Preface

Acknowledgments

PART 1

High Performance Relationships—The Key to Southwest's Success

Chapter1:From Love Fived to the World's Most Successful Airline

Successful Airline

Efficiency

Quality

Controlled Growth

Demand for Reliable Low-Fare Travel

Competitive Threats

Success Factors—Leadership,Culture,St5rategy,and Coordination

Behind These Success Factors—High Performance Relationships

Chapter 2:How Southwest Uses High

Performance Relationships to Overcome Strategic Challenges

The Productivity Disadvantages of ShortHaul Flying

Achieving Quick Turnarounds

Coordination through High Performance Relationships

Other Possible Rssponses to the Same Challenges Summing Up

Chapter3:Southwest versus American Airlines—The Power of Relational Coordingation

Communication

Relationships

Coordingating through Relationships

Southwest versus Continetal,Amercan,and United:Relational Coordingation Pays Off Findings

Improving Both Quality and Efficeency

Why Relational Coordingation Works

The Power of Collective Identity

Chapter4:How Relational Coordingation Works in Other Industries—The Case of Health Care

The Challenge of Coordingating Patient Care

Performance Effects of Relational CoordintioN Findings

When Relational Coordination Matters Most for Performance

Summing Up

PART2 Ten Southwest Practices for Buklding High Performanec Relationships

Chapter5:Lead at Southwest Airlines

Leadership at Southwest Airlines

Leadership at Continental Airlines

Leadership at United Airlines

Leadership at American Airlines

Southwest's Leadership Transition

Southwest's Top Management Team

Summing Up

Chapter 6:Invest in Frontline Leadership

Chapter 7:Hire and Train for Relational Competence

Chapter 8:Use Conflicts to Build Relationships

Chapter 9:Bridge the Work/Family Divede

Chapter 10:Create Boundary Spanners

Chapter 11:Avoid Finger Pointing—Measure

Chapter 12:Keep Jobs Flexible at the Boundaries

Chapter 13:Make Unions Your Partners,Not Adversaries

Chapter 14:Build Relationships with Your Suppliers

PART 3:Building High Performance Relationships—And Keeping Them

Chapter 15:How the Ten Southwest Practices Reinforce

Chapter 16:Learnign form Southwest—Efforts by American,Continental,United,and JetBlue

Chapter 17:Thriving under Pressure—Southwest's Response to September11and Other Crises

Chapter 18:Impleminting High Performance Relationships in Your Organization

Appendixes

Endnotes

Index

Jody Hoffer Gittell,Ph.D.,is an assistant professor of management at Brandeis University of and faculty mimber of the Mit Global Airline Industry program.Her ressearch and teaching focrs on human resource and service operations management,and she freq

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"If you want to understand how one organization can change the competitive rules of the game for an entire industry, read this book."

--James L. Heskett, Baker Foundation Professor, Harvard Business School and Coauthor of The Value-Profit Chain

书籍介绍

Management lessons from the world's most profitable airline "If you want to understand how one organization can change the competitive rules of the game for an entire industry, read this book." - James L. Heskett, Baker Foundation Professor, Harvard Business School and Coauthor of "The Value-Profit Chain". "Fortune" magazine calls Southwest Airlines "the most successful airline in history." With a market value greater than the rest of the U.S. airline industry combined, Southwest Airlines is an amazing company with amazing management practices. Drawing on extensive research and interviews with frontline Southwest employees, managers, and senior executives - "The Southwest Airlines Way" explains how Southwest's relationship-based performance principles can be adopted by managers in any industry, with dramatic results. Full of frontline tales of Southwest's innovative management style, this compelling book explains how Southwest's relentless focus on high-performance relationships and its people-management practices have been the key to its unparalleled success in the airline industry. It reveals how any organization willing to invest the time and effort can learn from Southwest's management style by creating shared goals, shared knowledge, and mutual respect among management, employees, and suppliers. This is the secret of how Southwest consistently outperforms its competitors in the high-pressure, timesensitive airline industry.