BM1902

Names: FAJARDO, MURIELLE J. Section :BSBA 301___________Date: 12/24/22 _

ACTIVITY
Pacific Airlines
External factors leading to a significant drop in the air travel market fueled the need for a well-known
airline to reduce its fixed cost base. Pacific Airlines decided to outsource its maintenance activities, for
the majority of its operational portfolio, to a single provider. In doing so, the property function within
the
airline changed from a large in-house resource of engineers and supervisors to a small number of
contract managers. This in turn led to the need for a clear definition of the retained roles, significant
changes to the supporting business processes, and the replacement of legacy systems with up-to-date
information technology solutions that could provide meaningful management information.
Recognizing that the company was in an entirely new position, the airline decided to enlist the help of an
external facilities management consultant. The newly appointed facilities head was instrumental in this
decision. Being new to the organization, the facilities head was unfamiliar, as yet, with the resources at
his disposal and the precise nature of the task ahead of him. As the projected consultancy work could
not be specified in detail, being of an unknown quantity and composition, the company chose to
approach four (4) consultants. There was, therefore, a competitive element among the consultants
identified by the airline as prequalified for the role. The four (4) consultants were asked to tender for a
three (3)-year period of consultancy aimed at helping the airline to manage the transitional period
within its property function. The consultants are required to provide support services through an expert
team of facilities managers, project managers, procurement specialists, contracts managers, electrical
and mechanical engineers.
The head of maintenance of Pacific Airlines reflected the fact that the requirement to manage facilities,
particularly within the wider context of the organization’s overall business needs, was not fully
recognized. Similarly, the type of reactive approach that dominated maintenance activities was evidence
of a lack of strategic thinking and of a failure to recognize facilities as something more than a cost, and
to appreciate their ability to add value to the core business of the organization.

Answer the following items: (3 items x 10 points)

1. Propose ways on how Pacific Airlines may succeed in their organizational restructuring using the
concept of organizational management levels.

 First is the organizational strategy , they must be flexible to deal with any changes upon
reconstructing or outsourcing its maintenance activities because it might require a shift
in emphasis or direction. The Pacific Airlines must be ready to any change that will
happen on their facilities because the fact that they agreed to hand a help from external
facilities management consultant which is the head is unfamiliar, still they need to
believe in its ability. Next they need to be tactical , they must broad their intentions and
believe that it will turn into workable plans. The management must apply new processes
and procedures as needed in the organizational tactics like they must have a creative
mind for them to create a better environment in their organization. Last is the
operational , the organization must ensure that employees are working according to laid
down procedures and not deviating from it, they have to watch that all the employees
are doing their duties properly.

2. Suggest ways on how the newly appointed facilities head of Pacific Airlines may adapt to the
practices of the company.
  I suggest that the newly appointed head of Pacific Airlines must Acquire as much local
institutional knowledge as possible and as early as possible. Organizational learning
plays an important role for firms entering new environment to work. Acquiring
knowledge of the facility head helps firms to decrease uncertainties, misunderstandings
and risks, allowing them to plan and achieve project expectations more accurately. He or
she must learn the different strategies on how to develop the facilities and he needs also
to learn what the facility needs to change. He/ She must Practice self-reflection by
thinking carefully about your individual behavior and beliefs, essentially Reflective
Practice is a method of assessing our own thoughts and actions, for the purpose of
personal learning and development. Reflective Practice is a very adaptable process. It is
a set of ideas that can be used alongside many other concepts for training, learning,
personal development, and self-improvement.

3. Identify the appropriate courses of action in managing the facilities of Pacific Airlines based on
the organizational considerations of strategic analysis, solution development, and strategy
implementation.
 The best course of action for managing the Pacific Airlines base's facilities in terms of
organizational considerations of strategic analysis is resources audit, where
organizations must focus on the capabilities of suppliers, the status of all procedures,
and the status of all technologies. And the considerations in solution development is
criteria for evaluating options which facility manager must develop specific measures
for judging relative merit of options on a facility strategy . And in considerations in
strategy implantation is people & system which organizations need to develop the
competence skills of personnel through proper education , training , and mentoring
including the c ommunication is a must to establish effective message that both
understood and acted upon the employees and lastly is the resources planning for the
organization to plan the use of production factors efficiently and effectively to ensure
proper allocation and control .
Rubric for grading:
CRITERIA PERFORMANCE INDICATORS POINTS
Content Provided pieces of evidence, supporting details, and factual scenarios 8
Grammar Used correct grammar, punctuation, spelling, and capitalization 1
Organization of Expressed the points in clear and logical arrangement of ideas in the
1
ideas paragraph
TOTAL 10
Reference: Atkin, B. & Brooks, A. (2009). Total facilities management (3rd ed.). United Kingdom: John Wiley & Sons, Ltd.

05 Activity 1 *Property of STI

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