Kenya Airways was formed as a consequence of the ruin of the East African Airways Corporation, which was in cooperation owned by the authoritiess of Kenya, Uganda and Tanzania, which together constituted the East African Community ( EAC ) , formed in 1967 as an economic brotherhood. As a effect of the subside of the EAC in 1977 ( due to ideological differences: Kenya pursued in kernel a capitalist system, Tanzania a socialist system, and Uganda, under Idi Amin, had no economic way at all ; there were besides the troubles of the other authoritiess making concern with Idi Amin, East African Airways Corporation was placed in receivership and its operations were liquidated on January 31, 1977. Following the dissolution of the EAC, the Kenyan authorities embarked on programs to put up its ain air hose. On January 22, 1977, Kenya Airways was incorporated as a entirely owned authorities corporation and the flag bearer of the Republic of Kenya.

First chapter is about company background, mission, vision, ends, general schemes and SWOT analysis of the company. Second chapter is about organisation construction, leading and human resources direction and wagess. Third chapter negotiations about direction alterations and how the transmutation of Kenya Airways from a non feasible province owned endeavor ( SOE ) to a really booming, moneymaking African air hose and its relationship with KLM-Royal Dutch Airlines. First, it analyzes the fortunes taking to the creative activity of Kenya Airways and so discusses the managerial and fiscal jobs it encountered from the period it was set up until it was privatized. It besides attempts to explicate why and how Kenya Airways has been able to utilize denationalization to debar settlement. In this respect, it explores the benefits of denationalization for the air hose and the state as a whole and high spots lessons learned from this experience for the denationalization procedure and schemes in Africa.

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List OF ACRONMYSaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦6


CHAPTOR ONE: Company BACKGROUNDaˆ¦aˆ¦aˆ¦aˆ¦.aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦7



CORE VALUE PURPOSE AND GOALSaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦ … aˆ¦aˆ¦aˆ¦aˆ¦8

GENERAL STRATEGYaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦ … 8

SWOT ANALYSISaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦.9

1.5.1 Strength aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦9

1.5.2 Weakness aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦.9

1.5.3 Opportunityaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦.10

1.5.4 Threataˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦ … 10

CHAPTOR TWO: ORGANIZATION STRUCTUREaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦10

2.1 LEADERSHIP AND MANAGEMENTaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦ … aˆ¦..13

2.2 COMMUNICATION AND INFORMATION SYSTEM aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦.14


3.1 Brief DESCRIPTION… … … … … … … … … … … … … … … … … … … … … … … … … … … … … … aˆ¦ … 15

3.1.1 Detail Descriptionaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦..15

3.1.2 Core Competencesaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦16

3.1.3 Human Resources Competencesaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦..16

3.2 Corporate SOCIAL RESPONSIBILITYaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦.16

CHAPTOR FOUR: MANAGEMENT OF CHANGEaˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦aˆ¦..17




EAC East African Community

IFC International Financial Corporation

IOSA IATA Operational Safety Audit

HR Human Resources

HRM Human Resources Management

JKIA Jomo Kenyatta International Airport

KLM Koninklijke Luchtvaart Maatschappij ( Royal Dutch Airlines )

Kes Kenyan Shillings

KQ Kenya Airways ( IATA air hose codification )

SSA Sub Sahara Africa

SAA South African Airways

SOE State Owned Enterprises

UK United Kingdom



In 1977 Kenya Airways is established in February following the dissolution of the East African Community and subsequent disintegration of the jointly-owned East African Airways. In 1986, the Government makes the first move towards denationalization. The papers for the first clip, spells out the Government ‘s purpose to deprive from corporations which could be run better by the private sector. In 1991 a new board is appointed at Kenya Airways in April with a authorization to commercialize and fix the air hose for denationalization. The twelvemonth 1992 a policy paper on Public Enterprise Reform and Privatization puting out policy aims is issued in July. The policy paper gives high precedence to the denationalization of Kenya Airways, where by twelvemonth 1993/94, commercialisation procedure produces the first net incomes. An IFC information memoranda is sent to 154 air hoses in hunt of a ‘strategic spouse ‘ culminating in the eventual choice of KLM. This takes topographic point in May 1995. An Initial Public Offer for portions is issued in March in 1996. Year 1997 bringing of the first of four new Boeing 737-300 aircraft dedicated to domestic and African regional services. Year 1999 Voted African Airline of the Year by African Aviation Magazine ( UK based publication ) . Voted Best Regional Airline in Eastern Africa by Travel News ( a Kenyan publication ) . In 2000 named African Airline of the Year for the 2nd twelvemonth running by African Aviation Magazine. Voted second best in the award for the Most Respected Company in East Africa by concern leaders surveyed by PricewaterhouseCoopers and Nation Media Group. Year 2003 Kenya Airways acquires 49 % shareholding in Precision Air, a Tanzanian bearer. In the twelvemonth 2003 voted Best User of Information Technology in Kenya by the Computer Society of Kenya.Named African Airline of the Year for 3rd twelvemonth running by African Aviation Magazine. Year 2004 Kenya Airways scoops ternary win as Best Domestic Airline 2003, Best Regional Airline 2002 and 2003 and Best In-flight Magazine 2002 and 2003 by Travel News and Lifestyle Magazine. Delivery of the first state-of-the-art Boeing 777 as portion of the air hose ‘s swift enlargement and the 6th Boeing 767 aircraft. In the twelvemonth 2005 October 2005 – KQ achieves IOSA ( IATA Operational Safety Audit ) going the 1st bearer in sub-Saharan to acquire this strict safety certification.Kenya Airways voted East Africa ‘s Most Respected Company. Kenya Airways launches new path to Lubumbashi, Democratic Republic of Congo in February. Delivery of a 2nd new Boeing 777-200ER in April. Kenya Airways launches new path to Istanbul, Turkey in June. Delivery of a 3rd new Boeing 777-200ER in June. Kenya Airways launches new path to Bamako, Mali and Dakar, Senegal in July, ( Kenya airways web site )

Year 2006 Kenya Airways voted East Africa ‘s Most Respected Company for the 2nd twelvemonth running. Kenya Airways wins the esteemed African Aviation Award awarded by the African Aviation Magazine in March. In January Kenya Airways opened a new ticketing office at the small town market in Nairobi

Kenya Airways Limited ( Kenya Airways ) is the flag bearer air hose of Kenya engaged in the operation of international and domestic air services for the passenger car of riders, cargo and mail, and the proviso of accessory services. The company chief topographic point of concern is Nairobi. In add-on to this, the company besides provides land managing services to other air hoses and the handling of import and export lading. As of 31, March 2010, the company operates domestic flights and flies to 44 finishs in Africa, Middle East, Asia and Europe. It had 27 aircrafts in operation, either owned or on operating rentals during 2009-2010. The company is headquartered in Nairobi, Kenya. This comprehensive SWOT profile of Kenya Airways Limited provides you an in-depth strategic analysis of the company ‘s concerns and operations. The profile has been compiled by Global Data to convey to you a clear and an indifferent position of the company ‘s cardinal strengths and failings and the possible chances and menaces. The profile helps you explicate schemes that augment your concern by enabling you to understand your spouses, clients and rivals better.


To systematically be a Safe & A ; Profitable Airline that Guarantees World Class Service: The Pride of Africa.


To maximise stakeholder value by invariably provides the highest degree of client satisfaction, continuing the highest degree of safety and security and maximising employee satisfaction whilst being committed to corporate and societal duty.


To continue the highest safety criterions, to fulfill our clients and to continuously better the Quality of our Merchandises and Services.

To lend to the sustainable development of Africa

To accomplish universe category criterions in service bringing, merchandise quality and operational public presentation, to be the Airline of pick in Africa, to develop JKIA as a Prime Minister hub in Africa and to prosecute a concern theoretical account that will present consistent degree of profitableness. In drumhead our actions, our behaviour and our attitude at work will be driven by safety, client satisfaction and quality considerations.


An of import consistent tendency about commercial air power is that it is a ferociously competitory and extremely volatile industry, in which lucks shift continuously. As the thrust towards a free, meeting and planetary market gathers momentum, competition within the air hose industry is expected to escalate. Increasingly unfastened skies are likely to impact on outputs, and extraordinary net incomes will progressively be an exclusion.

Given this potentially disruptive environment, the key to survival in the industry lies in whether an air hose is able to clearly expect the forms of alteration coming, the implicit in forces driving these alterations, and above all the ability to aline its schemes to react to a altering concern and aero-political environment.

With this in head, Kenya Airways is committed to puting in the development of first information assemblage capacity, analysis and reading so as to ease faster and right concern decision-making. This manner, Kenya Airways hopes to heighten ability for rapid response to chances, menaces and challenges in the market topographic point.

In concrete footings, in the following 10 to 20 old ages, Kenya Airways aims to turn into a unquestionably dominant bearer in Africa with noteworthy presence in Asia, Europe and the Americas, while runing a modern fleet of 30 to 40 aircraft. Kenya Airways intends to hammer strong partnerships and be a well-thought-of member of the planetary air hose community.


It is the survey of strengths, failings, chances, and menaces that are confronting an organisation ( Mullins, 2007 ) .

1.5.1 Strengths

These are positive facets or typical properties or competences which provide a important market advantage or upon which the organisation can construct for illustration, through the chase of variegation. These are features or the organisation such as present market place, size, construction, managerial expertness, physical and fiscal resources, staffing, image or reputation.KQ strengths lie in the undermentioned facts ;

KQ is among Africa ‘s largest and strongest air hoses. Dominant in E and cardinal Africa.

Strong Balance Sheet ( Sep 30 2008 ) shows Kes 10bn in cash/liquid assets. Approx 20/- per portion.

National air hose therefore an advantage in acquiring airport slots in bilateral understandings.

Better direction vs authorities controlled houses.

KQ can last 2 old ages of losingss while smaller air hoses will fall in.

Majority of the gross is in US $ , GBP and Euros.

Aircrafts have high fixed costs but deployment is flexible.


These are those negative facets or lacks in the present competences or resources of the organisation, which limits its effectivity of the organisation.

Single hub Jomo Kenyatta International Airport ( JKIA ) therefore exposure to local political relations – see consequence on KQ during Nov 08-Mar 09 election period.

Inefficient hub ( JKIA ) is controlled by the GoK ) taking to inefficiencies.

Reliance on authorities controlled entities for Jet A1 fuel. KQ faces jobs sourcing fuel in assorted states including Kenya, Ghana, DRC, Zambia, etc.

Over-reliance on Europe for tourers. Credit crunch in Europe will ache KQ.

Inflexible ( high fixed-cost ) aircraft.

Higher cost air hose with larger, nonionized and inflexible contingent of staff.


These are favourable conditions and normally originate from the nature of alterations in the external environments. For KQ, these include

Africa, particularly Sub-Saharan Africa ( SSA ) , has the lowest air hose incursion.

Inefficient authorities owned/controlled bearers ( e.g. Air Tanzania, Air Zimbabwe, SAA ) benefits KQ.

Increasing African trade with the Mid-East, Far East, China and India will increase rider and lading Numberss.

Huge potency in touristry from the progressively wealthier Chinese, Indians and Middle Easterners.

KQ has become the ‘local ‘ or ‘regional ‘ air hose for many SSA states e.g. Lusaka-Lilongwe, Lagos-Abidjan-Monrovia, Accra-Freetown, etc.

Global Financial Crisis will enable 787 bringings to be made sooner than expected.


Harmonizing to Mullins ( 2007 ) refers to unfavourable state of affairss that arise from external developments likely to jeopardize the operations and effectivity of the organisations. This may include alteration in statute laws, debut of radically new merchandise by rivals, political or economic agitation, altering societal status and actions of political force per unit area.

Ethiopian Airlines has a stronger pan-African presence and better planetary range V KQ. And it keeps turning.

Airlines privatising – or late privatized – all over Africa including Air Tanzania, Air Uganda, Air Malawi, etc.

New and spread outing Low-Cost Airlines ( Jetlink, Fly540 )

Low buying power in SSA means air travel is a luxury for 99 % of the population therefore limited growing in the following 5 old ages.

High and volatile oil ( fuel ) monetary values.

Low barriers to entry. Anyone can purchase a plane ( see Fly540, Air Uganda ) . Both in Kenya and in SSA

Chapter Two: Organization STRUCTURE

Harmonizing to ( Mullins, 2007 ) , Organization Structure is the division of work among members of the organisation, and the carbon monoxide – ordination of their activities so they are directed towards the ends and aims of the organisation. It is a relationship among places in the organisation and among members of the organisation. It makes possible the application of procedure of direction and creates a model of order and bid through which the activities of the organisation can be planned, organized, directed, and controlled. It defines undertakings and duties, work function and relationships, and channels of communicating.

However harmonizing to Rollinson ( 2008 ) , Organization construction is taken to be the cardinal and comparatively unchanging characteristics of an organisation which are officially sanctioned by those who control it and dwell of the manner activities and constituent parts are grouped, controlled and coordinated in order to accomplish specific purposes and results.

Kenya airways organisation construction comprises of seven sections each headed by an executive manager describing to the Group Managing Director. The sections are:


Information Systems



Human Resources and Administration

Flight Operationss

Land Managing


.According to Mullins ( 2007 ) , if span of control is excessively narrow, this may show a job of coordination and consistence in determination devising, and hinder effectual communicating across the organisation construction. Morale and enterprise of subsidiaries may endure as a consequence of tool close a degree of supervising. Narrow span of control addition administrative costs and can take to extra degrees of authorization in the organisation making an unnecessarily long concatenation of bid. Due to that narrower spans of control and more degree authorization consequence in a taller hierarchal structure..

However if span of control is excessively broad, it may go hard to oversee subsidiaries efficaciously. There may be deficiency of clip to transport all activities decently. Planing and development, preparation, review and control may endure I peculiar, taking to hapless occupation public presentation, besides may restrict chance to publicity. Hence wider span of control and fewer degree of authorization consequence in a level Hierarchical construction.

Span control of the organisation construction of Kenya air passages is broader construction. Therefore the organisation construction of Kenya air passages is a level hierarch construction.

Recommendation to the company is that the construction should accommodate the matrix one, because matrix construction is a combination of functional sections which provide a stable for specialised activities and a lasting location for member off staff and units that integrate assorted activities of different map sections on a undertaking squad, merchandise and plan. However matrix organisation establishes a grid or matrix with a bipartisan flow of authorization and duty.


The leading is important in success of any company. It is the duty of leaders in an organisation to guarantee that employees are focused towards the ends of the organisation. Good leading is measured by the ability to enable or take the employees to achieve the house ‘s ends at the right clip. A leader, should apart from taking the squad, be able to work out struggles, delegate and authorise the employees in the organisation ( Rollinson 2008 ) .

Harmonizing to Miller et EL ( pg 285 ) in Mullins, ( 2007 ) , by definition there are of import differentiation between the two constructs of direction and leading. Management involves utilizing human, equipment and information resources to accomplish assorted aims. On the other manus, leading focal points on acquiring things done through others. Therefore you manage things ( budgets, processs and so on ) , but you lead people.

The sort of leading denoted at Kenya Airways is formal leading. This is a sort of leading which is administered by holding a defined place within the organisation construction. This is a scenario where power comes from the highest authorization.For case in this company the highest authorization is the C.E.O who ensures that all the other directors run their assorted sections with an ultimate end of carry throughing the general company ‘s end. The assorted directors guarantee that the employees in their section are expert and competent to circulate the quality sort of services that the company preaches. It is besides the directors at departmental degree that guarantee that employees are empowered in footings of new accomplishments and duties.

Through their directors, Kenya Airways empowers its employees by making a civilization of authorization through developing them. After the employees are trained they get accomplishments which enable them to develop their personal accomplishments. Thus the employees are empowered which leads to them being motivated per se and therefore execute their occupation to the needed satisfaction. In kernel it is due to adept leading accomplishments at Kenya Airways that the employees are influenced persuaded and taught the assorted accomplishments they manifest in their operations. With this sort of leading, the employees are left motivated and work tireless towards the ends of the company. At Kenya Airways power is distributed through a logical and rational construction. This sort of power or authorization distribution stresses on the duty within the organisation instead that concentrating on one cardinal figure ( Mullins, 2002 ) .


Due to rapid alteration of engineering Kenya airways tried to battle with those alterations. Kenya Airways has invested in an Enterprise Resource Planning ( ERP ) system in order to guarantee cybernation of all HR procedures. The cardinal procedures already implemented include enlisting, preparation, leave applications and rebate ticket processing through electronic agencies.

The Learning Management faculty of this system contains a acquisition calendar meaning the assorted plans available. It allows staff to sight and enroll for plans on-line and facilitates the direction of preparation records. Automation of our enlisting procedure has translated into a displacement from difficult transcript paper applications to online applications for all vacant places through the Company web site.

The rapid growing and enlargement of Kenya Airways and the attendant immense investing in fleet and new paths has made it imperative to fit the Network Planning and Airline Strategy Department with an appropriate Information System to enable it develop, maintain and rapidly update an optimum web scheme. The air hose has acquired and implemented a web planning system solution from Lufthansa Systems. This solution is capable of turn toing fleet planning and assignments, frequence accommodations, capacity rationalisation, agenda synchronism, the development of new finishs, confederations and partnerships which are all of import facets in developing an optimum web scheme. The solution, which is referred

to as the Network Planning Tools, has already started beef uping and bettering the procedures and processs in the Department by optimising the cardinal facets of web planning through analysis and rating to better state of affairs consciousness and facilitate determination devising.

Kenya air passages have increased the mobility of staff working at the airside or in the aircraft on land at JKIA through the installing of a radio web on the airside at JKIA which enables them to entree KQ systems from their laptops. This has led to an addition in their productiveness. The same radio web is used by our luggage squads which handle luggage scanning on the airside. This has led to more accurate luggage rapprochement and ensures that the right bags go to the right finishs. Another radio web has been installed in the care airdock which provides technology staff with the same comfortss when they are working on aircraft in the airdock, ( Annual Report 2009 )


Kenya Airways is genuinely the Pride of Africa. Our planetary web now reaches 47 finishs, 39 of which are spread across the Africa continent. Our 26 modern aircraft, including four Boeing 777 series, makes us one the youngest fleets in Africa.

Kenya Airways opens a universe of chance across the continent assisting make sustainable development by linking its people and concerns within Africa and around the universe.

At Kenya Airways we believe our greatest plus is our people. When you join Kenya Airways we provide you with preparation and all the systems and tools you require to execute. And best of all, we provide an environment that enables each and every one of our employees to accomplish their full potency.


To supply active leading in partnership with functional squads on HR issues and development of public presentation based wages and compensation schemes.

Detailed Description

To guarantee manpower planning exercising is in line with the concern ends of the company

To set about sequence planning for cardinal functions in the organisation

Develop a model to analyse the organisation construction, place ways to do it more effectual, evaluate people and occupations to fit the right persons to the right functions, define calling patterned advances both from single functions and across related occupation groups.

Ensure that the occupation rating system reflects the organisational construction and that it has the flexibleness to suit the nuances of all occupations across the organisation.

Review and implement the public presentation direction system throughout the company.

To plan proactive keeping schemes, guarantee minimum abrasion rates for top endowment

Develop and implement wages plans that reflect the concern scheme and work civilization or the administration.

Participate in selected salary studies and analyse the information to set up whether rating and wage systems are competitory.

Monitor the effectivity of the compensation guidelines and processs while urging alterations every bit good as new, cost-efficient programs.

Develop processs and studies to supervise compensation throughout the twelvemonth in all locations in order to keep internal equity in compensation constructions throughout the company.

Lead the execution of the People Strategy and other major alteration, within functional countries.

Contribute to the development of the concern country ‘s docket and scheme and contribute to the leading of the concern country

Challenge and provoke concern leaders on how to prosecute their squads ; turn to ensuing people issues and build people capablenesss efficaciously

Initiate, design and execute incorporate people solutions that reference cardinal functional issues, conveying together the resources within the concern countries and HR squads in order to accomplish timely declaration of people issues

Core Competences

Excellent dialogue, communicating and interpersonal accomplishments

Excellent organisational, planning and analytical accomplishments

Organizational diagnosing

Influencing ( Coaching & A ; Facilitation )

Transformational alteration direction

Commercial direction

Delivery direction

Human Resources Competencies


Employee Relationss

Reward and public presentation direction

Leadership and endowment development

Employee communications

Organization development and civilization direction


Apart from covering with air hose transit but cooperate societal duty remain unchanged, concentrating on the undermentioned countries

Kenya air passages continue to work with local communities to supply entree to sustainable, safe and equal H2O supply in waterless and semi waterless rural community across Africa. However some schoolrooms, fencing, desks and computing machines are contributed by Kenya air passages to different school across Africa in the run of advancing instruction substructure.

Furthermore Kenya airways involved in the undertaking of works a hereafter, by seting trees in the operation of advancing environment sustainability.


Harmonizing to Hayes ( 2007 ) , is about modifying or transforming organisations in order to keep or better their effectivity. Directors are responsible for guaranting that the organisation ( or the portion of the organisation they manage ) performs efficaciously.

Kenya air passages were with really small equipment, besides without equal proficient expertness, competent employees, effectual direction and had no virtually fiscal base. Its initial jobs, nevertheless was compounded by persistent profound direction policies and scheme.

A fold of other managerial trials besides contributed to the air hose ‘s diminution in service proviso. From its startup in 1977 until 1995, the air hose had ten different government-appointed main executives. Therefore, each consecutive holder of the office had deficient clip

to develop and implement effectual schemes.

Furthermore, because the board of managers consisted chiefly of political appointees with no specific experience either in pull offing a concern, in general, or an air hose in peculiar, the air hose lacked clear strategic way. Further, although the air hose had the largest market portion of East and Central Africa regional paths and a just portion of international paths from Nairobi ( e.g. , Nairobi-London, Nairobi-Rome, Nairobi-Dubai ) , the air hose was losing clients, peculiarly in the tourer section, chiefly due to substandard flight services and relentless late reaching and going times.

By 1991, Kenya Airways was unable to pay its debts, which had run into 1000000s of U.S. dollars. Hence, the authorities continually had to bail the company out of bankruptcy by paying its foreign loans ( which the authorities had guaranteed ) . In fact, by 1992, the air hose was technically belly-up, and, therefore, the authorities was seeking for a manner to better Kenya Airways ‘ mussy balance sheet and convey it to profitableness. This was achieved by commercialisation and denationalization.

Consequently, the authorities set up Committee to look into the causes of the air hose ‘s jobs and to urge solutions. The Committee later recommended commercialisation of the air hose, doing it clear that Kenya Airways could non go a feasible endeavor unless its province ownership was ended. Commercialization here involved restructuring of an organisation so as to present answerability and economic efficiency into its operations. With regard to Kenya Airways, the purpose was to do the company more antiphonal to its external environment and to expose it to competitory force per unit areas in the industry

The authorities accepted the recommendations of the commission and later dismissed the air hose ‘s full board of managers, together with the main executive, and appointed a new board. The new board ‘s authorization was to pass the air hose ‘s direction, make efficient and profitable services, commercialize the air hose, and fix it for eventual denationalization ( Tiller, 1997 ) .

In order to turn the company about, the new board came to the decision that the air hose could merely go a commercial success if its path and menu construction, swift acquisition determinations, hiring and publicity patterns, and fiscal systems were based on normal commercial rules, free from political intervention. Consequently, in February 1992, the board commissioned Speedwing Consulting ( a British house that was an independent arm of British Airways and had been involved in the denationalization of British Airways ) to do recommendations on ways and means to better Kenya Airways ‘ public presentation. Speedwing Consulting reported that,

( a ) The air hose ‘s direction accomplishments, organisation, and civilization were non suited to commercial, profit-oriented endeavor ;

( B ) Operational public presentation was neither measured nor controlled ;

( degree Celsius ) Financial control was really weak, with late and inaccurate coverage and hapless answerability ; ( vitamin D ) Existing computing machine systems did non back up the concern adequately ;

( vitamin E ) Selling and gross coevals were major countries of failing ;

( degree Fahrenheit ) Customer service criterions were low, with limited measuring and control of quality ;

( g ) Productivity was non routinely measured and appeared to be low ;

( H ) In every map ( peculiarly at center and lower degrees ) , there existed untapped beginnings of expertness and enthusiasm.

I ) Technical accomplishments were frequently ailing utilised ( Tiller, 1997 ) .

Therefore, Speedwing Consulting recommended extremist alterations in direction, forces, and administration construction ; an inspection and repair of information engineering ; a new attack to selling ; and a comprehensive plan to better client service. It singled out the pressing demand to follow a profit-oriented civilization. Furthermore, it advised the assignment of a main executive with air hose experience, able to efficaciously implement the recommendations, and a finance manager with experience in the air hose industry to present new fiscal control and answerability systems. The new leader was besides expected to develop proper budgetary planning, control, and describing systems. It besides recommended the assignment of a selling manager with experience in the air hose industry to transport out a major inspection and repair of gross revenues and selling activities ( Yaw, 2005 ) .


It vestiges to be seen how Kenya Airways will accomplish in the hereafter, known that its memorable public presentation in the recent yesteryear. One facet that will be critical for measuring its hereafter public presentation is the political environment in Kenya and the states in which the air hose operates. The political crisis and struggles in Central Africa create grave menaces to the air hose ‘s growing. More of import, the continued success of the air hose will depend on the authorities ‘s ability to control the surging Numberss of offenses and condemnable activities in the state and tackle terrorist activities such as the 2003 hotel bombing in Mombassa. Failure to make so will hold lay waste toing effects on the Kenyan tourer industry and, accordingly, on the growing of

Kenya Airways ( Yaw, 2005 )

Kenya air passages continue to concentrate on profitable enlargement of their web through a combination of direct entree and confederations with other bearers. Sustainable betterment in output will be pursued through a combination of a new gross direction system and better subject. Management will besides put accent on greater productiveness, costs restraints and decrease in wastage.

Our people are our greatest plus and concentrate on their development and the manner they are both managed an organized out to guarantee we pull and retain the best and that they are equipped to function our clients in line with our being a universe category standard air hose.

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