新南威尔士大学代写:航空劳动关系的兼并与收购

新南威尔士大学代写:航空劳动关系的兼并与收购

新南威尔士大学代写:航空劳动关系的兼并与收购

从个人的历史背景出发,将为了解哪些事件导致这些激烈的措施的根本依据。美国航空公司成立于1930,作为巩固几个航空公司从中西部和东部美国,(美国航空公司的历史)与它的基地在沃思堡,德克萨斯。从1940´的美国航空公司的国际业务,在Cyrus Rowlett Smith的指导下,不断成长成为世界上第二大的航空公司。在第二次世界大战期间DC-3舰队一分为二作为军事航空和操作在美国同步。进入喷气发动机飞机的时代,作为一个先行者,在几个领域的运作,例如连接欧洲和北美大陆,并介绍了第一个电子订票系统。1960´S和1970´S是由美国的扩张性的政治型和指数增长。逐渐美国航空公司的产品变得更加有区别,以竞争的主要美国承运人的泛美国世界航空公司。这种竞争导致的1980´S和90年初´的扩张性政策、操作与新的轮毂和轮辐系统从DFW达拉斯和芝加哥´兔子啊。购买加利福尼亚航空,里诺航空,东方航空公司和环球航空公司´伦敦资产的路线是里程碑,´合并AA的作用在国内市场与伦敦希思罗机场的新枢纽稳定其国际地位。这一时期主要是由美国总统Robert Crandall以他对管理“我是航空公司经理的个人态度。我不投资航空公司。我总是对美国的员工说,这不是一个适当的投资。这是一个伟大的工作的地方,它是一个伟大的公司,做重要的工作。但是航空公司不是投资”(与Robert L. Crandall的谈话)。九月1998和其他四个国际航空公司宣布了一项新的客户驱动的联盟“寰宇一家,这数百万美元的项目引发的全球航空旅行的标准。2001 Donald J. Carty成为公司的新总裁,购买环球航空公司,美国航空公司立即扩大影响范围的航空市场。与9 / 2的攻击,其中11架飞机参与和由此产生的经济衰退,机加工计划实施的成本削减计划和标准化的船队在每个中心。在过去的5年里,机管局已扩大到亚洲市场,特别专注于中国大陆。逐步的维护,客舱和地面人员减少,以竞争与国家和国际运营商。今天,美国航空公司与它的子公司美国鹰,区域承运人,有一个共享的890架飞机,订购59架飞机。全球260个目的地是在美国的4个中心,约有85名员工。在2008的营业收入为17亿1000万,这是一个明显的衰退迹象。

新南威尔士大学代写:航空劳动关系的兼并与收购

Starting out with the individual historical background will set the fundamental basis for understanding which events led to these drastic measures. American Airlines Inc. was formed in 1930 as a consolidation of several airlines from the Midwest and eastern USA, (American Airlines History) with its base in Fort Worth, Texas. Starting international operations in the 1940´s American Airlines, under the guidance of Cyrus Rowlett Smith, consistently grew to become the second largest airline in the world. During World War II the DC-3 fleet was split in two to serve as a military airline and operate within the United States simultaneously. Entering the age of jet engine aircrafts AA emerged as a forerunner in several areas of operation, for example connecting the European and North American mainland and introducing the first electronic booking system. The 1960´s and 1970´s were shaped by America’s expansionary politics and the exponential economic growth. Gradually American Airlines product became more differentiated in order to compete with the principal US carrier Pan American World Airways. This rivalry lead to the expansionary policies of the 1980´s and early 90´s, operating with its new hub-and-spoke system from DFW in Dallas and Chicago O´Hare. Purchasing Air California, Reno Air, routes from Eastern Air Lines and TWA´s assets in London were milestones which consolidated AA´s role within the domestic market and stabilized its international role with its new hub in London Heathrow. This period was mainly shaped by Americans president Robert Crandall with his individual attitude towards management “I’m an airline manager. I don’t invest in airlines. And I always said to the employees of American, ‘This is not an appropriate investment. It’s a great place to work and it’s a great company that does important work. But airlines are not an investment” (A Conversation with Robert L. Crandall). In September of 1998 and four other international carriers announced a new customer driven alliance called oneworld, this multi-million dollar program raised the standard of global air travel. In 2001 Donald J. Carty became new head of the company and purchased Trans World Airlines which immediately widened American Airlines range of influence on the aviation market. Struggling with the attacks of 9/11 in which 2 planes were involved and the resulting economic downturn, AA implemented cost cutting programs and standardized the fleets at each Hub. During the last 5 years AA has expanded into the Asian market with special focus on Chinas mainland. Gradually the maintenance, cabin and ground staff was reduced in order to compete with national and international carriers. Today American Airlines combined with its subsidiary American Eagle, the regional carrier, have a shared fleet of 890 aircrafts with 59 ordered. Globally 260 destinations are served out of 4 Hubs in the US with approximately 85.000 employees. The operating income in 2008 was 1.71 Billion, which was an obvious sign for a downturn.

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