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The Southwest Airlines WayJody Hoffer Gittell 著
内容提要：
Management lessons from the world's most profitable airline~"If you want to understand how one organization can change the competitive rules of the game for an entire industry, read this book."--James L. Heskett, Baker Foundation Professor, Harvard Business School and Coauthor of The Value-Profit Chain~Fortune magazine calls Southwest Airlines "the most successful airline in history." With a market value greater than the rest of the U.S. airline industry combined, Southwest Airlines is an amazing company with amazing management practices. Drawing on extensive research and interviews with frontline Southwest employees, managers, and senior executivesThe Southwest Airlines Way explains how Southwest's relationship-based performance principles can be adopted by managers in any industry, with dramatic results.~Full of frontline tales of Southwest's innovative management style, this compelling book explains how Southwest's relentless focus on high-performance relationships and its people-management practices have been the key to its unparalleled success in the airline industry. It reveals how any organization willing to invest the time and effort can learn from Southwest's management style by creating shared goals, shared knowledge, and mutual respect among management, employees, and suppliers. This is the secret of how Southwest consistently outperforms its competitors in the high-pressure, timesensitive airline industry.
目录：
Preface
Acknowledgments
PART 1
High Performance Relationships—The Key to Southwest's Success
Chapter1:From Love Fived to the World's Most Successful Airline
Successful Airline
Efficiency
Quality
Controlled Growth
Demand for Reliable Low-Fare Travel
Competitive Threats
Success Factors—Leadership,Culture,St5rategy,and Coordination
Behind These Success Factors—High Performance Relationships
Chapter 2:How Southwest Uses High
Performance Relationships to Overcome Strategic Challenges
The Productivity Disadvantages of ShortHaul Flying
Achieving Quick Turnarounds
Coordination through High Performance Relationships
Other Possible Rssponses to the Same Challenges Summing Up
Chapter3:Southwest versus American Airlines—The Power of Relational Coordingation
Communication
Relationships
Coordingating through Relationships
Southwest versus Continetal,Amercan,and United:Relational Coordingation Pays Off Findings
Improving Both Quality and Efficeency
Why Relational Coordingation Works
The Power of Collective Identity
Chapter4:How Relational Coordingation Works in Other Industries—The Case of Health Care
The Challenge of Coordingating Patient Care
Performance Effects of Relational CoordintioN Findings
When Relational Coordination Matters Most for Performance
Summing Up
PART2 Ten Southwest Practices for Buklding High Performanec Relationships
Chapter5:Lead at Southwest Airlines
Leadership at Southwest Airlines
Leadership at Continental Airlines
Leadership at United Airlines
Leadership at American Airlines
Southwest's Leadership Transition
Southwest's Top Management Team
Summing Up
Chapter 6:Invest in Frontline Leadership
Chapter 7:Hire and Train for Relational Competence
Chapter 8:Use Conflicts to Build Relationships
Chapter 9:Bridge the Work/Family Divede
Chapter 10:Create Boundary Spanners
Chapter 11:Avoid Finger Pointing—Measure
Chapter 12:Keep Jobs Flexible at the Boundaries
Chapter 13:Make Unions Your Partners,Not Adversaries
Chapter 14:Build Relationships with Your Suppliers
PART 3:Building High Performance Relationships—And Keeping Them
Chapter 15:How the Ten Southwest Practices Reinforce
Chapter 16:Learnign form Southwest—Efforts by American,Continental,United,and JetBlue
Chapter 17:Thriving under Pressure—Southwest's Response to September11and Other Crises
Chapter 18:Impleminting High Performance Relationships in Your Organization
Appendixes
Endnotes
Index
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