Create Case Analysis

Question to create own case analysis about leadership and crisis management during Pandemic like Covid19.

Case analysis Format

Introduction Write an introduction identify the key problem Background Information Include some relevant facts and issues and conduct research on the problem. Alternatives Describe several alternatives and explain why some were rejected. Describe existing constraints and explain why some alternatives were rejected. Solution Provide one realistic solution to the problem, explain the reasons behind the proposed solution, support this solution with justification, include relevant theoretical concepts in addition to the results of your research. Recommendations Identify specific strategies to accomplish the proposed solution, recommend further actions, outline an implementation plan.

Example of case study refer below:

LEADERSHIP IN ACTION David Neeleman Reinvents Airlines David Neeleman has become a legend in the for being a visionary (www.jetblueairways.com). airline industry. In 1984, he cofounded Morris Programs such as generous profit sharing, excel- Air and sold it to Southwest Airlines:In 2000, lent benefits, open communication, and exten- he launched the highly successful JetBlue sive training, all get the right cmployees in the Airways, and he is now engaged in a new ven- company and retain them. ture as CEO of the new Brazilian domestic air At JetBlue as well as with Azul, Neeleman line Azul (blue in Portuguese) founded in 2008. not only provides the vision, but also knows to His vision for what an airline should be and his listen to people who, on occasion, veto his deci leadership style set him apart from most other sions.Neeleman takes it in stride and says, "I'm leaders in the industry. His vision for JetBlue being totally deferential and patient... It's be- was to make flying fr again-and: "above all cause I think the situation demands it I have to else; JetBlue Airways is dedicated to bringing trust the instincts of the people around me humanity back to air travel" (JetBlue Airways (Hidge, 2001: 131). At Azul, he has a similar ap- Customer Bill of Rights, 2007).:"As long as we proach having started a 'hearts and minds cam- can delight our customers, there's plenty of paiga to get feedback from potential customers business for us" (BW Online, 2003), states even before the airline. started operations David Neeleman. For many years at JetBlue, (Schmall, 2008). Neelernan-believes that "If you Neeleman, successfully navigated turbulent treat people well, the company's philosophy times with a no-layoffs strategy and expansion goes, they'll treat the customer well." The senior plans that targeted routes that other airlines vice president of operations at SetBlue'echoed dropped. Neeleman was outsted in 2007 after the focus on people: "There is no 'they' here. It's the airline was caught in a wave of negative 'we' and 'us" (Salter, 2004). "We select the best publicity after it kept passengers in planes on people, but we do extensive training to make sure the tarmac for seven hours during a storm. they understand what is expected of them: .... Neeleman provided a very public and sincere Our leadership are held.to a very high standard as apology (posted on the Web at http://www.jet- to how they treat the other crew members," says blue.com/about/ourcompany/apology/index: Neeleman, regarding JetBlue's commitment to html), and JetBlue instituted a much publicized its employees (Ford, 2004:141). Passenger Bill of Rights to ensure that its much Azul:is made of much of the same mold as valued customers continue to remain loyal. JetBlue: simple reservations systems, low prices; JetBlue has daily flights to more than 50 more leg room, online Internet, and a TV in destinations in the United States and Central every seat (Scanlon, 2008): Neeleman is obses- America. Continuing to rely on the principles of sive about staying in touch with both customers its founder, the airline emphasizes teamwork and and employees. He stops by the call center at quick decisions and implementation. Top execu- Azul regularly, talks to the trainees, and reminds tives and managers consistentiy interact with his executives to talk to customers and those employees and customers to listen and get feed- closest to them because "we think we know what back from them to keep addressing their con- happens. But they really know" (Mount, 2008). cerns (Salter; 2004), a practice Neeleman has He strongly believes that "it is the people that also instituted at Azul (Mount, 2008). The atten- make it happen" (Ford, 2004: 140). Neeleman's tion to employees and customers has earned leadership style and magic seems to be continu- JetBlue high ratings and its former CEO awards ing to work. Azul is growing fast, with 11,000 passengers when it started up to 45,000 in January of 2009 (Brazil's Azul, 2009), and is flying: 70 percent full, which close to 20 percent better than Brazil's biggest airline (Moura, 2009). In the couple of years it has been in opera- tions, Azul has doubled doubled its revenues