Airline Employee Quotes

When she finally got to the desk, the airline employee was surprisingly upbeat. "Your best bet is to Apparate." "Sorry?" "Just a little Harry Potter humor," he said.

As the first dozen or so employees came to the offices, they were told that SpaceX’s mission would be to emerge as the “Southwest Airlines of Space.

At seven p.m., hope is sparked again when some new chirpy airline employee announces that a new plane without that nasty mechanical problem - the aviation of the clap - will arrive around 9 o'clock. Apparently, the old plane would now be used as a decoy plane so that when a plane wasn't available it could be loaded with passengers who could sit there thinking that they would be leaving in fifteen minutes.

Good, I thought, relieved. At least I’d actually gotten the flight right. Getting her schedule had turned out to be a challenge. It had taken over a week of calling in favors, in fact, and that was with me knowing the CEO of her airline personally. The comings and goings of airline employees were well-guarded, I had learned.

and if your family found out they'd probably think it proved every idea they've ever had about lesbians, and you wish she was a man because then at least it could reinforce ideas people had about men, and how she probably wouldn't understand but the last thing queer women need is bad fucking PR, and then you feel bad because for all you know this airline employee could be queer, she could understand.

the world hate you? Most of them you will never even meet, and yet they really don’t like you at all. All the people who write software at Microsoft hate you, and so do most of the people who answer phones at Expedia. The people at TripAdvisor would hate you, too, if they weren’t so fucking stupid. Almost all frontline hotel employees detest you, as do airline employees without exception. All the people who have ever worked for British Telecom, including some who died before you were born, hate you; BT employs

A typical Virgin airline employee is the sort of person who will joke with passengers and smile, not just nod their head and say: ‘Yes sir, no sir, three bags full sir.’ I shared a story about one occasion when we had a short delay before a Virgin flight and people had to queue up at the gate. One of the passengers jumped the queue and marched up to the desk. Our team member very politely asked him to get back into the queue. He turned on her and said: ‘Don’t you know who I am?’ So she picked up the intercom and announced: ‘I have a young man at gate 23, who seems to be lost – he doesn’t know who he is.’ The other passengers roared with laughter. ‘Fuck you!’ shouted the self-important man. She kept a straight face and replied: ‘I’m afraid you’re going to have to get in line for that too, sir!

The David Dao incident is a classic example of how a poor articulation of company values can weaken the culture. The employees on the ground believed they needed to bump passengers from the flight so that United could get another flight crew to their plane (i.e., “flying right”) and that meeting metrics such as on-time departures and flight cancellations was more important than treating customers with “respect and dignity” (which most of us would agree does not include breaking their noses and knocking out their teeth). In contrast, Southwest Airlines is not only clear about its company values but makes them the emphasis of hiring and management. The mentality isn’t: “We’ll know it when we see it.” Instead, it is: “Does this person already live the way we do?” The company uses behavioral interview questions to determine whether candidates are a cultural fit. For example, to determine someone’s ability to be a selfless team player, they might ask her to describe a time when she went above and beyond to help a coworker succeed. The airline acknowledges that certain positions call for specific skill sets. As Southwest puts it, “We’re not going to hire a pilot who has a great attitude but can’t fly a plane!” But, when it comes down to two equally qualified candidates, the one who lives Southwest’s values receives the offer. And, even when Southwest finds a qualified candidate who doesn’t have the right values, it will keep looking until it finds someone who does—no matter how long the job has gone unfilled.

Culture is critical because it influences how people act in the absence of specific directives and rules, or when those rules reach their breaking point. In a notorious example from 2017, acting at the request of United Airlines, Chicago Department of Aviation employees forcibly dragged passenger David Dao off an overbooked flight, breaking his nose, knocking out two of his teeth, and giving him a significant concussion in the process. The next morning, United CEO Oscar Munoz sent a rather perplexing e-mail to United Airlines employees.

Today’s equivalent is probably ‘get an engineering degree’, but it will not necessarily be as lucrative. A third of Americans who graduated in STEM subjects (science, technology, engineering and maths) are in jobs that do not require any such qualification.52 They must still pay off their student debts. Up and down America there are programmers working as office temps and even fast-food servers. In the age of artificial intelligence, more and more will drift into obsolescence. On the evidence so far, this latest technological revolution is different in its dynamics from earlier ones. In contrast to earlier disruptions, which affected particular sectors of the economy, the effects of today’s revolution are general-purpose. From janitors to surgeons, virtually no jobs will be immune. Whether you are training to be an airline pilot, a retail assistant, a lawyer or a financial trader, labour-saving technology is whittling down your numbers – in some cases drastically so. In 2000, financial services employed 150,000 people in New York. By 2013 that had dropped to 100,000. Over the same period, Wall Street’s profits have soared. Up to 70 per cent of all equity trades are now executed by algorithms.53 Or take social media. In 2006, Google bought YouTube for $1.65 billion. It had sixty-five employees, so the price amounted to $25 million per employee. In 2012 Facebook bought Instagram, which had thirteen employees, for $1 billion. That came to $77 million per employee. In 2014, it bought WhatsApp, with fifty-five employees, for $19 billion, at a staggering $345 million per employee.54 Such riches are little comfort to the thousands of engineers who cannot find work. Facebook’s data servers are now managed by Cyborg, a software program. It requires one human technician for every twenty thousand computers.

That’s why it’s impossible not to feel like I’ve lost something special as I hand my boarding pass over to the airline employee at the gate before making my way onto the plane. But just as I’m strapping myself into my very expensively purchased seat beside Mum, I have another feeling too, and it’s a very strange one because I can’t know for sure if it’s justified, yet I still feel it, nevertheless. I have the feeling I might have just had a very lucky escape.

When is the Denver Police Department going to start prosecuting Denver based fraudulent Frontier Airlines and its toxic employees for its illegal activities it blatantly engages in with law abiding passengers?

Management by objective (MBO) which means purposeful leadership to achieve a strategic objective is one of the keys to successful airline management. MBO is also referred to as Management by Results – MBR. This is a system where subordinates coordinate with their superiors to achieve the desired objective. Under this principle, the goals of the organization are linked to employee goals. Management objectives are made to meet operational objectives. And both management and operational objectives are made to achieve organizational long-term objectives. Organisational objectives are linked to the vision and mission of the organisation. The team is made aware of the achievable goals of the organization and unified effort is exerted in that direction; on the other hand, the employee whose performance is noteworthy will be rewarded by the organization. This builds a transparent and clean work culture on one hand and the other unclogs communication blocks.

It should be no surprise to anyone that those airline employees who contractually receive above-market salaries will resist any reduction in these as long as their checks continue to clear

In 2009 Southwest Airlines was the largest airline in the world based on the number of passengers that fly the airline each year,30 and in 2011 it was not only America’s leading low-cost carrier but was also rated America’s favorite airline by Consumer Reports.31 Joe Harris, a labor lawyer for Southwest, explains that the company’s harmonious employee relations are no accident. “At Southwest, our employees come first; our customers come second; and our stockholders come third,” he said. “The rationale is pretty simple. If we treat our employees right, they’re going to treat our customers right. If our customers are treated right, they will come back and our stockholders will benefit.

As employees vented their animosity, cruel jokes swept through the airline’s cockpits and ticket counters. Two of the favorites:   “Carl and one of his aides are walking down the street when a young blonde passes by. The aid says to Carl, ‘Hey, why don’t you screw her?’ Carl replies, ‘out of what?’”   “Saddam Hussein looks in the mirror and asks, ‘Mirror, mirror, who’s the meanest, most detestable son of the bitch in the world?’   “‘What! Who the hell is Carl Icahn?

In When More Is Not Better, he argues that leaders should actually go out of their way to choose conflicting goals. Southwest Airlines, for instance, set out to be both the lowest-cost airline in America and number one in both customer and employee satisfaction. Those goals would seem to be in opposition, and perhaps they are. But much of the time, they’ve succeeded at all three. Certainly, the efforts they’ve made toward those contradictory goals have done wonders for their bottom line: for the last half century, Southwest has been the most profitable airline in the country.

The bankruptcy plan had three principal components: It would boost revenue, largely because a new fleet would enable it to serve more markets with newer airplanes. AA would rid itself of restrictive scope provisions in the pilot contract, so that it could operate more regional jets and engage in more codesharing, particularly with JetBlue at New York Kennedy Airport. And it would reduce labor costs through 13,000 layoffs—including 9,000 among TWU workers. Combined, the improvements were valued at $3 billion by 2017, including $1.25 billion in employee cost savings, resulting from a 20 percent reduction in costs for each work group.

I grew up in, the concept of “La Familia” is by no means exclusive to the bond between blood relatives. When I was growing up, every older person was a “tio” or “tia” (uncle or aunt), and I referred to so many people as cousins who, biologically speaking, were not.

In stark contrast to William’s mother, Kate had never come close to moving in aristocratic circles, much less royal ones. She was an untitled commoner, a descendant of coal miners and factory workers. Kate’s mother, Carole, grew up partly in public housing and was working as a British Airways flight attendant when she met and married fellow airline employee Michael Middleton.

Valujet flight 592 crashed after takeoff from Miami airport because oxygen generators in its cargo hold caught fire. The generators had been loaded onto the airplane by employees of a maintenance contractor, who were subsequently prosecuted. The editor of Aviation Week and Space Technology “strongly believed the failure of SabreTech employees to put caps on oxygen generators constituted willful negligence that led to the killing of 110 passengers and crew. Prosecutors were right to bring charges. There has to be some fear that not doing one’s job correctly could lead to prosecution.”13 But holding individuals accountable by prosecuting them misses the point. It shortcuts the need to learn fundamental lessons, if it acknowledges that fundamental lessons are there to be learned in the first place. In the SabreTech case, maintenance employees inhabited a world of boss-men and sudden firings, and that did not supply safety caps for expired oxygen generators. The airline may have been as inexperienced and under as much financial pressure as people in the maintenance organization supporting it. It was also a world of language difficulties—not only because many were Spanish speakers in an environment of English engineering language: “Here is what really happened. Nearly 600 people logged work time against the three Valujet airplanes in SabreTech’s Miami hangar; of them 72 workers logged 910 hours across several weeks against the job of replacing the ‘expired’ oxygen generators—those at the end of their approved lives. According to the supplied Valujet work card 0069, the second step of the seven-step process was: ‘If the generator has not been expended install shipping cap on the firing pin.’ This required a gang of hard-pressed mechanics to draw a distinction between canisters that were ‘expired’, meaning the ones they were removing, and canisters that were not ‘expended’, meaning the same ones, loaded and ready to fire, on which they were now expected to put nonexistent caps. Also involved were canisters which were expired and expended, and others which were not expired but were expended. And then, of course, there was the simpler thing—a set of new replacement canisters, which were both unexpended and unexpired.”14 These were conditions that existed long before the Valujet accident, and that exist in many places today. Fear of prosecution stifles the flow of information about such conditions. And information is the prime asset that makes a safety culture work. A flow of information earlier could in fact have told the bad news. It could have revealed these features of people’s tasks and tools; these longstanding vulnerabilities that form the stuff that accidents are made of. It would have shown how ‘human error’ is inextricably connected to how the work is done, with what resources, and under what circumstances and pressures.

Early on, my father learned that in America, one must be emotionally demonstrative to succeed, so he has a habit of saying “I love you” indiscriminately, to his daughters, to his employees, to his customers, and to airline personnel

Choices, choices. From a Southwest Airlines employee…. “Welcome aboard Southwest Flight XXX to YYY. To operate your seat belt, insert the metal tab into the buckle, and pull tight. It works just like every other seat belt, and if you don’t know how to operate one, you probably shouldn’t be out in public unsupervised. In the event of a sudden loss of cabin pressure, oxygen masks will drop from the ceiling. Stop screaming, grab the mask, and pull it over your face. If you have a small child travelling with you, secure your mask before assisting with theirs. If you are travelling with two small children, decide now which one you love more. Weather at our destination is 50 degrees with some broken clouds, but they’ll try to have them fixed before we arrive. Thank you, and remember, nobody loves you, or your money, more than Southwest Airlines.

Do you like the people you might be working with? Do you share common values and mission? Does the company need the skills you possess? If you got the job, would you be able to contribute something important, over and above what another person might?

Fifth, the companies also had what struck me as unusually intimate workplaces. They were, in effect, functional little societies that strove to address a broad range of their employees’ needs as human beings—creative, emotional, spiritual, and social needs as well as economic ones. Herb Kelleher of Southwest Airlines once observed that his company’s famously vibrant culture was built around the principle of “caring for people in the totality of their lives.” That’s what the companies I was looking at were doing. They were places where employees felt cared for in the totality of their lives, where they were treated in the way that the founders and leaders thought people ought to be treated—with respect, dignity, integrity, fairness, kindness, and generosity.

At a key point in the letter James told his readers: “You do not have because you do not ask God” (4:2). Prayer makes a difference. Your prayer makes a difference. “The prayer of a righteous person is powerful and effective” (5:16). One of the most successful advertising campaigns of recent years came from a regional airline in the US during the run-up to Christmas. They set up a “virtual Santa” in the departure lounge of a domestic flight. Passengers would scan their boarding pass, activating a screen featuring Santa (located somewhere else and with access to their flight details), who would then ask them what they wanted for Christmas before sending them on their way. Unbeknownst to the passengers, employees from the airline then went out to local malls to purchase and wrap the very things the passengers had asked for—everything from new socks to a widescreen TV. When the passengers arrived at their destination, their gifts arrived along with their luggage at the baggage belt. Many stood in disbelief when they realised what had happened. Needless to say, the video recording their reactions went viral, providing the airline with way more publicity and goodwill than a standard commercial would have generated. But after the warm glow from watching it subsided, I had one thought in my mind: The guy who only asked for socks must be kicking himself. Once he’d realised what had happened, surrounded by people with expensive cameras and tablets, he must have felt a little foolish clutching a pair of socks. If only he had known. If only he had asked. James does not want us to make the same mistake. The prayer of a righteous man is powerful and effective. It is real. Things actually happen. God answers. How foolish we are not to pray far more than we do. How foolish, at the end of the day, aware of all that we could have had, to be left clutching the equivalent of a pair of socks that we never even realised we would get. Not every Christian can be a great theologian, preacher, missionary or evangelist. But every Christian can be a great and effective pray-er.

Hochschild wonders about the false self we create when we turn our happiness on and off like a light, when we use emotion as a commodity in the workplace. As women, we were taught to use our emotions at home, too, as a service to our families. ... The manufacture of happiness actually leads to emotional burnout. There's an ironic correlation between forced cheerfulness and depression. ... Delta Airlines, which institutionalized positive emotional management in the 1970s, now spends nine million dollars a year paying for antidepressants for its employees and their dependents. (Fuck Happiness, 64).

We laid in that artillery crater until dusk and prayed for a miracle: an asteroid, an airline employee strike, a follow-up artillery shell, a plague, nuclear holocaust, paralysis, anything to prevent us from getting up, from separation--first her head from my chest, then my hand from her hand, then her flight from my flight, and then my plans from us and her plans from us, and then her thoughts of us and my thoughts of us, and then her smell from my sheet and my smell from her shirt, and then . . . as the sun drifted into oblivion, forever erasing our now orange horizon, in a last desperate attempt, against a purple sky, she gave in to the absurd: "We could just remain." All I did was shrug.

Naturally, payment networks want to prevent fraudulent transactions, banks want to avoid bad loans, airlines want to avoid hijackings, and companies want to avoid hiring ineffective or untrustworthy people. From their point of view, the cost of a missed business opportunity is low, but the cost of a bad loan or a problematic employee is much higher, so it is natural for organizations to want to be cautious. If in doubt, they are better off saying no. However, as algorithmic decision-making becomes more widespread, someone who has (accurately or falsely) been labeled as risky by some algorithm may suffer a large number of those “no” decisions. Systematically being excluded from jobs, air travel, insurance coverage, property rental, financial services, and other key aspects of society is such a large constraint of the individual’s freedom that it has been called “algorithmic prison” [82]. In countries that respect human rights, the criminal justice system presumes innocence until proven guilty; on the other hand, automated systems can systematically and arbitrarily exclude a person from participating in society without any proof of guilt, and with little chance of appeal.

Page 3: My family is part of the Philippines’ tiny but entrepreneurial, economically powerful Chinese minority. Just 1 percent of the population, Chinese Filipinos control as much as 60 percent of the private economy, including the country’s four major airlines and almost all of the country’s banks, hotels, shopping malls, and major conglomerates. ... Since my aunt’s murder, one childhood memory keeps haunting me. I was eight, staying at my family’s splendid hacienda-style house in Manila. It was before dawn, still dark. Wide awake, I decided to get a drink from the kitchen. I must have gone down an extra flight of stairs, because I literally stumbled onto six male bodies. I had found the male servants’ quarters. My family’s houseboys, gardeners, and chauffeurs—I sometimes imagine that Nilo Abique [the chauffeur that murdered her aunt] was among those men—were sleeping on mats on a dirt floor. The place stank of sweat and urine. I was horrified. Later that day I mentioned the incident to my Aunt Leona, who laughed affectionately and explained that the servants—there were perhaps twenty living on the premises, all ethnic Filipinos—were fortunate to be working for our family. If not for their positions, they would be living among rats and open sewers without even a roof over their heads. A Filipino maid then walked in; I remember that she had a bowl of food for my aunt’s Pekingese. My aunt took the bowl but kept talking as if the maid were not there. The Filipinos, she continued—in Chinese, but plainly not caring whether the maid understood or not—were lazy and unintelligent and didn’t really want to do much else. If they didn’t like working for us, they were free to leave any time. After all, my aunt said, they were employees, not slaves.

Part of the Growth Plan's genius lay in how diabolical it was. The one controlling obstacle to the plan, of course, were the unions at American [Airlines in the early 1980s]. The very concept of a two-tier wage system ran 180 degrees counter to the fundamental all-for-one, one-for-all principles of unionism. But the Growth Plan was conspicuously structured to benefit _existing_ union members, who in an expanding airline would enjoy vastly greater promotion opportunities, meaning that their salaries would increase even more than otherwise. The incumbent employees would reap this windfall on the backs of future employees, but what did it matter when the winners under this strategy were the only ones able to vote on the proposal?