Look at the city's organizational structure and critique how the current organizational structure prevents the airport from advancing its policy goal of developing the airport property.
The organizational structure used by the city of Santa Monica is hierarchical, but it has aspects of the accessory structure. The power is distributed from the top-most citizens down to the minor sectors, which include the information systems and public works. The current organization structure allowed for some form of strict rules enforced by the city of Santa Monica to the value and utilization of the airport property. One of the regulations imposed by the city of Santa Monica is the reduction of fuel loads for the multiple aircraft to ensure there is continued access. Currently, the Santa Monica is working hard to ensure that the operations at the airport are restricted and ultimately to ensure the airport is closed down. Through scrutiny of the Surplus Property Act, the airport should operate in full perpetuity as ruled by the Federal Aviation Administration (FAA) (December 4, 2015). The city of Santa Monica increased the expulsion regime and fine by solely interpreting the FAA rules to limit the aviation business. The two above actions of the city are practically out of control because they challenge the applicability of the regulations protecting the airport property by looking for loopholes and some ways of manipulating the FAA's decisions.
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Propose a new organizational arrangement (draw the new organizational chart and include in the assignment submitted) and discuss the advantages of this arrangement and why this new arrangement is more useful to guide the plans for the airport redevelopment
The new organizational arrangement I propose for the city of Santa Monica is a simple team-based structure that will be based on enhancing maintenance and operations control. The organizational structure would, therefore, appear as illustrated below:
The advantages of the above team-based structure that the city of Santa Monica could reap are; the practical determination of the core services, accessible review of the organization's mission and vision, and development of a strategic vision that would help in change with the realistic time frame. Additionally, the organization would be able to efficiently define the triggers of the need for change, implement change, and assess the culture to build up and connect feedback loops from the employees (Tompkins 2005). To begin with, the Santa Monica airport operates under tension and threats from the cartels, which are the city council, and therefore the smooth running of operations is limited. The airport needs to apply the above illustrated organizational structure to be able to identify and set out its core values to the community.
Secondly, the above arrangement will help the airport to review the vision to create a visualization that is compatible with the change of time and other regulations. Citing instances from the Santa Monica regional airport case study, the airport property would be easily secured from the hands of the so-called Tourist Destination District (TDD) zoning. Through the assessment of culture, the organization will be able to eliminate the city board that favors the closure of the airport for individual gain (Dana, 2013). As noted in the case study, most of the board members want the airport closed so that they can gain property value while the community wants to see the growth and development of the airport. In the event of any external regulations, the board of commissioners will be responsible for giving directives on the desired way out to eliminate the individuals who are not legitimate in the governance of the organization. The above structure is similar to a matrix arrangement with all departments interacting freely with each separate functional area.
Use the airport budget line items in the city budget EXCEL file. This structure needs to show how airport development, marketing, and operations will be addressed through supervision, communication, and span of control, etc. Discuss how this new organizational arrangement would solve the financial problems of the city in terms of subsidizing the airport.
The new organizational arrangement will allow for closer scrutiny of the financial reports and operations. Through centralized management and governance, there will be the supervision of the information consolidated from all stakeholders. Looking closely at the city budget from the excel file provided, the deficiency of revenues over expenditure for the year 2014 was cited at -$15,311,226, indicating that the organizational structure in operation has little interest in the future of the airport (Santa Monica Airport (SMO) History 2014). Through the new organization structure, the board of commissioners will be able to track all ground-based assets, revenues, and expenditures to ensure that the deficiency of revenues is minimized at the lowest possible cost (National Plan of Integrated Airport Systems, 2017). Additionally, there will be coordinated documentation of the financial reports that will minimize the long paper-based handling of money by the organization's officials. The financial sector will apply the automatic documentation of the finances that would require specific personal identification credentials to cut off the manipulative individuals in the organization.
Finally, discuss what leadership skills the executive director will need to be effective at his job of developing the airport property. Give two concrete illustrations of leadership skills.
The leadership skills needed by the executive director for effectiveness in developing the airport property include strategic thinking and influence. To begin with, the executive director should have an organization-wide perspective that would help him in contributing to long-term business goals. In the case study, the primary purpose of the airport is to protect the airport property from the TDD zones and ensure that there is a clear statement of the real legal owners of the airport property. Influence is the other leadership skill that the executive director would need to instill trust and sound reasoning in an authentic way that shows convincing aspects. The executive director should be able to convince the main stakeholders in the airport to follow the guided direction of the organization (O'Neill, 2018). Other than propagating conflicts in the airport management, the executive director should be able to encourage commitment to the common goal of securing the airport property from the wavering fraudsters.
References
Dana P. T. (2013). Building Victory: Aircraft Manufacturing in the Los Angeles Area. Cypress, CA, ISBN 978-0-9897906- 0-4.
https://www.youtube.com/watch?v=ggwVVzstJSs
O, Neill, B. (2018). "Top qualities of an Executive Director." Career news and media. ICAS.
National Plan of Integrated Airport Systems (NPIAS): 2009–2013 (PDF) , Federal Aviation Administration . Retrieved March 31, 2017
"Santa Monica Airport (SMO) History." 2014. Santa Monica Municipal Airport . Retrieved December 11, 2015 .
Tompkins, J. (2005). Organization theory and public management . Belmont, CA: Thomson Wadsworth.
