Qantas Airline: Analyzing Internal Management and Structure Report

This report analyzes the internal management and organizational structure of Qantas Airline. It begins by highlighting the importance of internal factors in determining market potential and emphasizes the relevance of organizational structure. The report then provides an overview of Qantas, including its status as a leading airline and its organizational structure, which utilizes both centralized and decentralized approaches with a matrix structure. The report details the advantages and disadvantages of this structure, including the ability to meet diverse objectives and the challenges of managing different leadership roles and communication processes. Finally, it recommends a flat and horizontal structure with more autonomy for line managers and suggests a phased implementation starting with domestic operations. The conclusion summarizes the key findings and reiterates the recommendations for improved organizational effectiveness.

Marketing fundamentals

Introduction
• Internal management determines the market potentiality
• It is most relevant for the large scale organizations
• Organizational structure is one of the important internal
factors
• It denotes the combination of different job profiles

Company profile
• Qantas is a leading airline brand in the world
• Based in Australia
• Third oldest carrier in the world
• State carrier of Australia

Organizational structure of Qantas
• Centralized and decentralized approach is followed
• Matrix structure is identified
• Different operations under domestic and international
business
• Higher hierarchy levels

Cont.
• Headed by common CEO and each operation is under a
respective chief executive
• Decentralization starts from the third level of hierarchy
• Requirement of both market adaptability and standardized
values
• Each operation is separate business unit

Advantages
• Meeting different objectives of Qantas
• Multiple leadership roles
• Standardized internal process
• Balancing the both requirements with matrix approaches

Limitations
• Difficulties in managing the alignments
• Challenges in adapting with the different leadership roles
• High level of intermediaries
• Following top down approach only

Cont.
• Challenges in the communication process
• Lack of sharing of feedback from the employees
• Differences between the market situations and existing
internal practices
• More distances between the stakeholders

Recommended steps
• Flat and horizontal structure should be implemented
• Line structure can also be effective
• More autonomy should be offered to the line managers
• Lower level employees should be more participated

Recommended schedule
• Implementation should first on the domestic operation
• International operation should be considered in the later
stage
• Risks will be low in this case
• Utilization will be more in this case

Conclusion
• Matrix structure is followed by Qantas
• It is having both advantages and disadvantages
• Flat structure will be effective along with the line structure