The Southwest Airlines way : using the power of relationships to achieve high performance / Jody Hoffer Gittell.
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 &quo...
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| Language: | English |
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New York :
McGraw-Hill,
©2003.
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| 100 | 1 | |a Gittell, Jody Hoffer. |0 http://id.loc.gov/authorities/names/n2002099945 |1 http://isni.org/isni/0000000034496092. | |
| 245 | 1 | 4 | |a The Southwest Airlines way : |b using the power of relationships to achieve high performance / |c Jody Hoffer Gittell. |
| 260 | |a New York : |b McGraw-Hill, |c ©2003. | ||
| 300 | |a 1 online resource (xv, 287 pages) : |b illustrations. | ||
| 336 | |a text |b txt |2 rdacontent. | ||
| 337 | |a computer |b c |2 rdamedia. | ||
| 338 | |a online resource |b cr |2 rdacarrier. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a pt. 1. High performance relationships -- the key to Southwest's success. From Love Field to the world's most successful airline -- How Southwest uses high performance relationships to overcome strategic challenges -- Southwest versus American Airlines -- the power of relational coordination -- How relational coordination works in other industries -- the case of health care -- pt. 2. Ten Southwest practices for building high performance relationships. Lead with credibility and caring -- Invest in frontline leadership -- Hire and train for relational competence -- Use conflicts to build relationships -- Bridge the work/family divide -- Create boundary spanners -- Avoid finger pointing -- measure performance broadly -- Keep jobs flexible at the boundaries -- Make unions your partners, not adversaries -- Build relationships with your suppliers -- pt. 3. Building high performance relationships -- and keeping them. How the ten Southwest practices reinforce or undermine) each other -- Learning from Southwest -- efforts by American, Continental, United, and JetBlue -- Thriving under pressure -- Southwest's response to September 11 and other crises -- Implementing high performance relationships in your organization. | |
| 520 | |a 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. | ||
| 588 | 0 | |a Print version record. | |
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| 776 | 0 | 8 | |i Print version: |a Gittell, Jody Hoffer. |t Southwest Airlines way. |d New York : McGraw-Hill, ©2003 |z 0071396837 |w (DLC) 2002013969 |w (OCoLC)50510865. |
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