Piper
The organizational structure of Piper has changed throughout the company’s years of business due to the relocation of centers and changing of owners. Piper expanded prior to the 1970’s and had multiple locations throughout the United States. At Piper’s headquarters, the hierarchical or pyramid structure was used while it was more rectangular at the other centers. In the late 1970’s to the early 1980’s, Piper opted to retract to one main location in Vero Beach, Florida. While at this location, the organization kept a more rectangular shape. Not having established positions of leadership and authority, the rectangular organizational structure led to problems with organization and production. The company was losing money and though that downsizing would help reduce their expenses. Piper was down to just 45 employees before hitting rock bottom and filing for bankruptcy in the mid 1990’s. However, Piper’s owner sold the company and the new owner restructured the company’s organization back to the pyramid shape. Their strategic managers, the CEO and President, were at the top followed by the Vice Presidents and the head managers of the company’s departments. Piper’s departments include marketing, parts, hum
an resources, research and development, manufacturing, and customer service. Following the managers of those departments in the pyramid were the managers of the individual cells. Under the new ownership, the company has grown to a still small employee base of 1000. The new owner also made communication between the employees and managers of the company much easier. All managers have an open door policy. Improved communication and organizational structure has served Piper well and the company’s business is now booming. The leadership aspect of Piper goes hand in hand with the control aspect as Piper recently integrated a new plan entitled “PULSE” to increase production throughout the company. PULSE, Piper Unlimited Liaison via Standards of Excellence, consists of 8 phases. Phase 1 includes developing the organization infrastructure by loading all of New Pipers current aircraft owners, dealers, fleet customers aircraft and New Piper customer service employees into the PULSE system. Phase 2 consists of enabling the Customer Service Center to process activities. To date there have been over 11,000 activities registered including calls in and out, fax messages and email communications. Phase 3 is the Sales & Marketing Opportunities phase which allows the recording and tracking of prospects of potential revenue for New Piper. Phase 4 includes the Dealer Web Portal which will allow dealers access to particular areas of PULSE as well as providing the technology to make service requests on-line. Phase 5 allows streamlined entry of warranty claims. Phase 6 includes Partner Web Portal which will allow key suppliers access to particular areas of the PULSE system and assist New Piper in its communication with those suppliers. Phase 7 consists of providing online parts ordering and Phase 8 deals with the Customer Web Portal giving customers access to open service requests, online lo
Some topics in this essay:
Aviation Administration,
Vice Presidents,
Web Portal,
Beach Florida,
Flight Plan,
GAMA GAMA,
Standards Excellence,
Compensation Benefits,
,
United Piper’s,
organizational structure,
corrective feedback,
customer service,
web portal,
access particular pulse,
position leadership,
help employees,
finished product,
service requests,
coaching feedback,
obtaining position leadership,
web portal allow,
research development manufacturing,
research development,
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Approximate Word count = 1283
Approximate Pages = 5 (250 words per page double spaced)
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