By Gerald N. Cook, Bruce Billig
Airline Operations and administration: A administration Textbook is a survey of the airline undefined, generally from a managerial standpoint. It integrates and applies the basics of a number of administration disciplines, relatively economics, operations, advertising and finance, in constructing the review of the undefined. the focal point is on tactical, instead of strategic, administration that's really good or distinctive to the airline undefined.
The basic audiences for this textbook are both senior and graduate scholars of airline administration, however it also needs to be valuable to access and junior point airline managers and professionals seeking to extend their wisdom of the past their very own practical region.
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Extra resources for Airline Operations and Management: A Management Textbook
By 1928, 44 small, financially weak airlines were transporting mail under contract but often operating recklessly using obsolete, but cheap, aircraft. These airlines were either unable or unwilling to invest in facilities and equipment, so the vision of a viable air transportation industry remained unfulfilled. S. carriers trace their roots to these early private mail carriers. In 1929, Walter Folger Brown was appointed Postmaster General under President Herbert Hoover. Hoover and Brown disliked reckless competition and sought stability, efficiency, and growth: specifically, strong companies with regulated competition.
Beginning in 2002, a wave of consolidation occurred among China’s airlines. Today’s Big Three dominate regions of the country based in the largest cities of Beijing, Shanghai, and Guangzhou, with each having merged with or absorbed three or more formerly independent airlines. The consolidation created c arriers with sufficient geographical scope that the linear route structures developed under CAAC regulation could be rationalized in hub-and-spoke networks connecting cities across the entire country.
Employees at surviving carriers faced demands for wage concessions and increased productivity. Labor–management turmoil spread across the industry (Cook, 1996). The failure of the new entrants would seem to have decreased competition, and, indeed, industry concentration increased with the failures. However, because the surviving carriers rapidly expanded their route systems, these airlines competed on many more routes, in sharp contrast to the regulated era when the CAB allowed little route competition.
Airline Operations and Management: A Management Textbook by Gerald N. Cook, Bruce Billig