Book Review: Sustain High Performance Public Organizations

Pages: 8 (2363 words)  ·  Bibliography Sources: 8  ·  Level: Doctorate  ·  Topic: Transportation  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] Point-to-Point is a board game. Progress around the game board occurs in a counter-clockwise fashion, with play beginning on the airplane at the center bottom of the board. Each player chooses one or more tokens -- airplanes representing different airlines -- that will be used as a marker as they progress through the game. Players move from picture to picture on the game board by rolling a colored die. The order of play is determined by the alphabetical order of the airlines. Alaska Airlines always goes first, and United Airlines always goes last. The players move their tokens from the Airplane space to the Reservations space without rolling the die -- everyone must obtain a reservation before travel.

Game cards are stacked on the square picture in the center of the game board that features a pilot, a piece of luggage, and an airplane. There are seven color-coded stacks of cards. Each stack represents one of the seven stages of the game: Reservations (no color designation); At the Gate (green); Delayed Take-off (royal blue); Conditions on Board (brown); Cabin & Seating (violet); Meals & Beverages (yellow); Landing & Connections (red). There are ten challenge cards for each of the seven stages. Each time a player takes a turn, one card must be taken from the top of the appropriate stack.

A challenge is a difficult situation -- commonly encountered during travel -- that must be addressed by airline employees. Depending on how an airline handles relational coordination, challenges will be addressed differently. Certain airlines will handle some challenges effectively and efficiently, while other challenges will not be handled. Any player who accumulates 100 negative points must go back to the Reservations space and resume playing from there. Players keep score by tallying their positive and negative points. The player with the highest total points wins.

Relational Coordination Challenges. Categories of relational coordination challenges and their respective scores are as follows:

+10 / -10 = Frequent Communication

+15 / -15 = Timely Communication

+20 / -20 = Accurate Communication

+15 / -15 = Problem Solving Communication

+20 / -20 = Shared Goals

+15 / -15 = Shared Knowledge

+ 10 / -10 = Mutual Respect

Each relational coordination challenge card presents a positive or a negative response by the airline. Full points are added or deducted by the player for each card selected.

An enlarged example of an individual card for a Reservations Challenge is below.

Game Pieces.

6 airlines tokens

Multi-colored die

10 cards -- Reservations

10 cards -- At the Gate

10 cards -- Delayed Take-off

10 cards -- Conditions on Board

10 cards -- Cabin & Seating

10 cards -- Meals & Beverages

10 cards -- Landing & Connections

(70 game cards total)

Addendum

Exhibit 3: Impact of Relational Coordination on Airline Performance[footnoteRef:1] [1: Each circle denotes one of the nine sites included in the study. Relational coordination, coordination carried out through relationships of shared goals, shared knowledge and mutual respect, is measured as the strength of cross-functional ties on a five-point scale, based on an employee survey. Airline performance is an index of quality: customer complaints, mishandled bags and late arrivals, as well as efficiency: gate time per departure and staff time per passenger. Each performance measure was adjusted for differences in product characteristics, and combined into a single performance index.]

Exhibit and footnotes from:

Gittell, J.H. (2010). Relational Coordination: Guidelines for Theory, Measurement, & Analysis. The Heller School for Social Policy and Management. Waltham, MA: Brandeis University.

References

Braneatelli, J. (2008, July 8). Southwest Airlines' seven secrets for success. [Web]. Wired, Cars 2.0: Future Transport. Retrieved http://www.wired.com/cars/futuretransport / news/2008/07/portfolio_0708

Gittell, J.H. (2003). The Southwest Airlines Way: Use the Power of Relationships to Achieve High Performance. New York, NY: McGraw Hill.

Gittell, J.H. (2010). Relational Coordination: Guidelines for Theory, Measurement, and Analysis. The Heller School for Social Policy and Management. Waltham, MA: Brandeis University. Retrieved http://jodyhoffergittell.info/content/rc.html

Goudreau, K. (2007). Hub and spoke system: A good idea…again. Retrieved http://www.burnsmcd.com/portal/page/portal/Internet/Content_Admin/Publications%20Repository/Aviation%20SR%20Link%20Repository/Article-HubandSpokeSystemAGoodIdeaAgain.pdf

Mintzberg, H. (2007). Tracking strategies: Toward a general theory. New York, NY: Oxford University Press. Retrieved http://books.google.com/

books?id=oDy3AAAAIAAJ&q=mintzberg+adhocracy&dq=mintzberg+adhocracy&hl=en&ei=xmXyTbrrM4r4swPXvYy8Cw&sa=X&oi=book_result&ct=result&resnum=5&ved=0CD4Q6AEwBA

Southwest.com [Web]. Retrieved http://www.southwest.com/html/about-southwest/history/fact-sheet.html

Toffler, A. (1984). Future Shock. New York, NY: Random House Publishing Group. Retrieved http://books.google.com/books?id=PJHi444dlRcC&printsec=frontcover&dq=toffler+future+shock&hl=en&src=bmrr&ei=cGfyTf3wIZS-sAPthb26Cw&sa=X&oi=book_result&ct=book-thumbnail&resnum=1&ved=0CDMQ6wEwAA#v=onepage&q&f=false

Travica, B. (1999). New organizational designs: Information aspects. Westport, CT: Greenwood Publishing Group. Retrieved http://books.google.com/books/about/New_organizational_designs.html?id=JVHss41kOqoC

Waterman, R.H. (1993). Adhocracy: The power to change. New York, NY W.W. Norton & Company. Retrieved http://books.google.com/

books?id=pGIk7k4cGF0C&printsec=frontcover&dq=waterman+adhocracy&hl=en&src=bmrr&ei=LGfyTYHGL4L6swPfheW7Cw&sa=X&oi=book_result&ct=book-thumbnail&resnum=1&ved=0CCsQ6wEwAA#v=onepage&q&f=false [END OF PREVIEW]

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