2.3 Analyse To curb the problem at hand, Idris Jala formed a group of 10 to 15 individuals from different background to analyse the problem and to come up with possible solutions (Dichter et al., 2008). These individuals are the smartest and the crème of the crop where they are assigned into laboratories (labs) where they have to churn the data fast, since the company did not have time to spare. Once solutions are found, Idris Jala and the company would implement them in a bid to ensure that there will be results gained. As such, it is important to ensure that the various departments are conversing with each other and know what each are doing. Idris Jala’s initial plan was to ensure that the company take flight in three years, but the efficiency
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As such, Idris Jala made use of this platform in order to ensure the nation that the company was doing fine and that he was doing his best in order to better the situation. Being honest and transparent enabled Idris Jala to gain recognition for his efforts to mitigate the losses that MAS was initially in when he stepped up as the CEO (Budiman, 2009; Dichter, 2008). In the first three months of Idris Jala’s role, he removed several routes that caused the company to lose on their revenue such as the Kuala Lumpur-Manchester route. Despite that, Idris Jala and his team also recovered several routes that was initially not profiting (Business Analysis Strategy Management, n.d.). He also went on to identify that help was always available within the company and all he needed to do was to source for help and to identify the right opportunity (Budiman, …show more content…
For example, he associated the increase in wages and bonuses to the contributions that the employees have made, encouraging the employees to step up their game. As such, employees become less complacent and more driven since they know that the higher management hears their thoughts.
2.5 Control In a bid to ensure that everything falls into place, Idris Jala introduced a new job scope in order to empower his employees. The route profitability manager was a new position that he developed in order to shuffle the current chain of command (Dichter, 2008). However, he did not employ new candidates to take up the position. Instead, he groomed someone to step up to the position since the employee knows the groundwork better. With new responsibilities given to the employees, they feel empowered and are able to broaden on their perspectives and to understand the job scope and the industry better. When the employees who step up are able to transition into their role well enough, he removed the transitional position that acted as a cushion for them and gave them more autonomy (Budiman,
As such, Idris Jala made use of this platform in order to ensure the nation that the company was doing fine and that he was doing his best in order to better the situation. Being honest and transparent enabled Idris Jala to gain recognition for his efforts to mitigate the losses that MAS was initially in when he stepped up as the CEO (Budiman, 2009; Dichter, 2008). In the first three months of Idris Jala’s role, he removed several routes that caused the company to lose on their revenue such as the Kuala Lumpur-Manchester route. Despite that, Idris Jala and his team also recovered several routes that was initially not profiting (Business Analysis Strategy Management, n.d.). He also went on to identify that help was always available within the company and all he needed to do was to source for help and to identify the right opportunity (Budiman, …show more content…
For example, he associated the increase in wages and bonuses to the contributions that the employees have made, encouraging the employees to step up their game. As such, employees become less complacent and more driven since they know that the higher management hears their thoughts.
2.5 Control In a bid to ensure that everything falls into place, Idris Jala introduced a new job scope in order to empower his employees. The route profitability manager was a new position that he developed in order to shuffle the current chain of command (Dichter, 2008). However, he did not employ new candidates to take up the position. Instead, he groomed someone to step up to the position since the employee knows the groundwork better. With new responsibilities given to the employees, they feel empowered and are able to broaden on their perspectives and to understand the job scope and the industry better. When the employees who step up are able to transition into their role well enough, he removed the transitional position that acted as a cushion for them and gave them more autonomy (Budiman,