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Pages 8-45

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From page 8...
... 8 This section features practical redesign recommendations for airports. Each recommenda­ tion begins on its own page, making it easy to extract.
From page 9...
... Airport Redesign Recommendations 9   Recommendation 1: Ensure Strategy Drives Structure Description Oen a reorganization can spark innovation, increase eciency, and reduce clunky routines. However, such a change in structure must be carried out purposefully and based on an airport's strategic direction.
From page 10...
... 10 Primer for Airport Organizational Redesign such as a technology enhancement or new training program, may better address the need. After determining that the airport will move forward, the airport should determine the redesign's pur­ pose, which depends heavily on the impetus (i.e., the "why" behind the restructuring)
From page 11...
... Airport Redesign Recommendations 11   b. Potential benefits: What are the expected returns or gains from the reorganization?
From page 12...
... 12 Primer for Airport Organizational Redesign Recommendation 1: Additional Resources The following resources provide additional information that may be useful when considering this strategy. • Aviation Management Consulting Group, KRAMER aerotek, G.R.
From page 13...
... Airport Redesign Recommendations 13   Recommendation 2: Process Mapping for Organizational Restructuring Description e purpose of process mapping is to improve operational eciency for organizations and businesses. Process maps provide insight, help teams brainstorm ideas for improvement, increase communication, and provide documentation.
From page 14...
... 14 Primer for Airport Organizational Redesign Dierent types of process maps may be used. e most common are: • Basic owchart.
From page 15...
... Airport Redesign Recommendations 15   In Practice Reno­Tahoe's International Airport (RNO) organizational restructuring was precipitated by the chief executive officer's vision and interest in flattening the organization.
From page 16...
... 16 Primer for Airport Organizational Redesign Recommendation 2: Additional Resources The following resources provide additional information that may be useful when consider­ ing this strategy. • Aronowitz, S., A
From page 17...
... Airport Redesign Recommendations 17   Recommendation 3: Create Metrics or Key Performance Indicators to Measure Success at Each Phase of Redesign Description Regular feedback conveys whether an airport organizational redesign is headed in the right direction. Key Performance Indicators (KPIs)
From page 18...
... 18 Primer for Airport Organizational Redesign Detailed Description of Actions to Take Before beginning any airport organizational change, it is important to identify the goals, dene success, and determine ways to measure both progress and nal outcomes of the redesign. KPIs are metrics that can be collected regularly to indicate the airport's progress toward the desired short-term and long-term goals.
From page 19...
... Airport Redesign Recommendations 19   operations all retired within the same timeframe. The newly appointed CEO had a vision and interest in flattening the organization.
From page 20...
... 20 Primer for Airport Organizational Redesign location and at the frequency previously specified. Project managers can take action to course correct and achieve KPI targets as needed.
From page 21...
... Airport Redesign Recommendations 21   Recommendation 4: Align Performance Management to Organizational Redesign Objectives Description Performance management is both a system and a process by which to monitor and guide an employee's work. As a system, performance management includes the approach and processes the organization undertakes to ensure outputs of the organization.
From page 22...
... 22 Primer for Airport Organizational Redesign Detailed Description of Actions to Take Airports seeking to execute a sustainable, effective approach to redesign should leverage systems and processes such as performance management and goal setting to motivate per­ formance, reward change, and encourage the development of individual and organizational capabilities and competencies. Using performance management, airport leaders can better identify how well employees are responding to change and whether they are taking an active role in carrying out actions that align with the organizational redesign.
From page 23...
... Airport Redesign Recommendations 23   The executive leaders ensured these values were well­adopted by incorporating them into the performance review system. By using this performance management and review model that aligned with employee­created values, it highlighted not only that RNO leaders cared about feedback from employees, but also the executive level was willing to take what matters most from the organization and factor it into the redesign plans.
From page 24...
... 24 Primer for Airport Organizational Redesign to inspire commitment and a sense of ownership. Guide the employee in how to establish SMART goals.
From page 25...
... Airport Redesign Recommendations 25   Recommendation 4: Additional Resources The following resources provide additional information that may be useful when considering this strategy. • Aronowitz, S., A
From page 26...
... 26 Primer for Airport Organizational Redesign Recommendation 5: Engage Employees in the Redesign Process Description Engaging employees is a critical part of the organizational redesign process at any airport. As part of an eective organizational redesign, airport leadership should begin to communicate with employees and actively involve them in the redesign process as soon as the need for change is identied.
From page 27...
... Airport Redesign Recommendations 27   values shared throughout the airport. Over­ all, it is beneficial for leadership to create a shared sense of purpose and culture to help unite employees and motivate them to par­ ticipate in the redesign.
From page 28...
... 28 Primer for Airport Organizational Redesign In preparation for engaging with employees, airport leadership should be able to speak to the following types of questions employees may have, which can help increase buy­in for the change, including: • What is the redesign trying to achieve? • What are the specific objectives and outcomes of the redesign?
From page 29...
... Airport Redesign Recommendations 29   In Practice Myrtle Beach International Airport (MYR) underwent a redesign process focused on imple­ menting several new capital improvement projects.
From page 30...
... 30 Primer for Airport Organizational Redesign • Ensure employees feel comfortable sharing feedback; action must be at least occasionally taken based on the feedback received. • Implement consistent messaging through the airport regardless of who delivers the message.
From page 31...
... Airport Redesign Recommendations 31   Recommendation 6: Prioritize Dening Core Functions Before Determining Stafng Strategy Description While a robust stang strategy is integral in any organizational redesign process, dening or redening the core functions of the organization will produce the best employee talent and help determine the most eective stang strategy for an organization. To do this, airports should conduct a job analysis and skills assessment to audit current jobs and skills, dene new jobs, and determine any gaps in needed skill sets.
From page 32...
... 32 Primer for Airport Organizational Redesign in which the job is performed. This allows organizations to identify paths of job progression as well as areas for career advancement.
From page 33...
... Airport Redesign Recommendations 33   6. Research similar job descriptions of a specific role to understand what job seekers are look­ ing for in a role and an employer.
From page 34...
... 34 Primer for Airport Organizational Redesign Recommendation 7: Identify Risks in Advance of Airport Redesign Description Risk management is a crucial element of effective planning for organizational redesign. The three essential components of risk management include: (1)
From page 35...
... Airport Redesign Recommendations 35   Detailed Description of Actions to Take Risks can come in many forms, such as nancial, operational, and people or culture risks, and they should all be documented in a Risk Management Plan. Financial risks refer to the possible impact on return-oninvestment of the redesign, which can result in a reduction in dollars saved or an increase in expenses incurred for the airport.
From page 36...
... 36 Primer for Airport Organizational Redesign if needed without delay. These are a few of the many Risk Management Plan features available for airport leaders to choose from when identifying and addressing risks.
From page 37...
... Airport Redesign Recommendations 37   In Practice The importance of ascertaining risk during organizational change is broader than in the aviation industry. The Brazilian subsidiary of Volkswagen has employed a unique method of quantifying risk.
From page 38...
... 38 Primer for Airport Organizational Redesign Implementation Steps 1. Conduct a risk identification session (e.g., roundtable discussion)
From page 39...
... Airport Redesign Recommendations 39   outcomes. Internal factors -- contextual aspects of airport jobs and the employees as they relate to those jobs.
From page 40...
... 40 Primer for Airport Organizational Redesign should be removed from the airport redesign implementation. Actions that incur risks that are to be transferred should be assigned to the identified party (e.g., insurance provider, vendor, partner)
From page 41...
... Airport Redesign Recommendations 41   Recommendation 8: Align Organizational Redesign Process with Diversity, Equity, and Inclusion Initiatives Description Incorporate diversity, equity, and inclusion (DEI) initiatives and goals into the organizational redesign process to make lasting change in the internal and external ecosystem of the airport.
From page 42...
... 42 Primer for Airport Organizational Redesign is important in creating a work environment that is equitable and inclusive of all indi vi­ duals, including internal employees and air­ port customers. Incorporating DEI prac tices into the redesign process can take on many forms.
From page 43...
... Airport Redesign Recommendations 43   To create a lasting impact from the redesign, associated DEI initiatives demand ongoing, long­term work and sustained, continuous efforts to be truly effective. Organizations must reevaluate the effects of the redesign on a continuous cycle to identify and disseminate robust plans to make any necessary updates within the organization.
From page 44...
... 44 Primer for Airport Organizational Redesign results. The goal of these initiatives is to provide the necessary resources and tools for employees to fully engage at work and serve customers with cultural awareness and sensitivity (Dallas Fort Worth International Airport 2021)
From page 45...
... Airport Redesign Recommendations 45   implementation. Include employees and broader community thoughts and opinions in the organizational redesign process and DEI initiative.

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