Organizational System Analysis of the Online Passenger Traffic Management, Monitoring and Handling at Qatar Airways (2011 Airline of the Year) Organizational System Analysis of the Online Passenger Traffic Management, Monitoring and Handling at Qatar Airways (2011 Airline of the Year) I…
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In 1994, Qatar Airways began as a budget regional carrier and freight servicing a handful of leisure routes. Under the order of Qatar’s leader The Emir, His Highness Sheikh Hamad bin Khalifa Al Thani, the airline was propelled back to having four aircraft only; then, acquisition of another 24 aircraft in six-year span had shown the exemplary growth of the airline. It is also projected that by 2013, about a 120 aircraft size (for travelling passengers and freight) will compose its fleet according to Qatar Airways Corporate Communications Group (2012). As challenged by the Global Airline Industry Program in 2005, the airline industry is regarded as a unstable, competitive, and liberalized environment that has “altered management strategies and practices in the domestic and international airline industry. The challenge for the industry is to find ways to achieve sustained profitability through more effective management tools and better industrial relations.” Qatar Airways has become one of the fastest growing carriers worldwide with 18 years of age and still expanding and increasing its growth. The airline is still expecting hundreds of high-profile aircraft to benchmark extension to other aviation hubs all over the globe. With its aim to deliver a global corporate brand of efficient transport servicing to more than 16 millions passengers, a very careful monitoring the traffic with hospitable and traveler-friendly strategies posted a challenge to airline. Aside from expansion of its “The Premium Terminal” to house over additional 80 percent seating space in 2009, the airline is on the stage of maneuvering the standards of traditional distribution channels to online channels to facilitate effective attraction of travelers (Qatar Airways Corporate Communications Group, 2012). II. The Online Operational Control Center of Qatar Airways The activities performed often produce goods, services or data. Typically, there are two different approaches when it comes to streaming or refining organization systems: machine-centered (coordination with online manipulations) and human-centered. The former is usually accomplished through a business process re-engineering approach based on business process ?ow analysis focused on work products. The other approach also takes into account how the people in the organization actually prefer to work. Unlike the machine-centered approach, which neglects human communication, collaboration, workspaces, problem solving and learning; the human-centered method investigate human accomplishments, work procedures or responsibilities, systematically and chronologically throughout the operation (Machado, Castro, & Oliveira, n.d.). Figure 1. Integrated airline operational control centre (original photo of Machado et al., n.d.) In Figure 1, most of the advanced and corporated brand airline, like Qatar Airways, control the passenger traffic for 72 to 24 hours prior to the operation date to have enough planning and precautionary methods to comply with the travelers preferences. Then a lead supervisor, will take-care off his crew controllers during the day of operations then for the next 12 to 24 hours after the operation, he will still instruct and guide his maintenance team and flight dispatch crews. To optimize this operational control, the Qatar Airways targeted to hasten the prior-to-operation services by handling such activities online. The aircraft movement
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