Jet Blue: Change Analysis

JetBlue just like all other start up companies? faces challenges as they seek to find their place, establish a market presence, and develop processes and procedures. Imagine dealing with the problems and issues of a start-up company hitch coordinating a staff of 2500 plus employees, adding about 5-6 in the raw employees a day while competing in unrivalled of the toughest industries in the world. JetBlue has chosen to utilise and continues to use in their sack of the chairmanial term a change base Culture regulate and Kurt Lewin?s three- phrase model for change. The low-cost air duct entered the market in 2000. JetBlue survived competition from major skyways, the travel ruckus following the terrorist attacks of folk 11, 2001 and the uncertainty tied to any start-up company. JetBlue desire to re-define air travel by bringing humanity def intercept to it. JetBlue has made a mark on the airline exertion through its militant and unconventional approach which mirrored t he leaders style of its founding father and CEO, David Neeleman. Neeleman created the vision for JetBlue Airways after hump starting another airline and working at souwest Airlines. He jumped into his newest venture, with the support of David (Dave) Barger, president of JetBlue. David and Dave, as they are known, can a vision and lead that continue to cascade through-out the organization.

They created a company that saw loot when other airlines were failing. They made everywhere $1.2 billion in tax in 2004 (Kochan, 2006). By the end of 2005 JetBlue was the first airline to implement paperless cockpit flight te chnology and form 100% e-tickets. The Syste! m operations Center (SOC) is the heart of the airline ? the epicenter where effective decision-making, communication, teamwork, and leadership are critical to keep in line that crewmembers (JetBlue vernacular for employees) are fitting to meet and exceed customer needs. This department has... If you want to sit a full essay, assign it on our website: OrderCustomPaper.com

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