To tackle problem of job compartmentalize, non technical manager are rotated on jobs and allows them to have a broader picture. The management of SIA also stress on importance of maintaining good and healthy work culture inside the organisation. Team works is place on high importance by the company.

As the company have established sales office in over 80 countries, it had divided the sales operation by geographical area. To tackle problem on management control, the company had placed the focus point on end results objective allowing site manager to exercise flexibility and made adjustment based on situation. Full authorities had been given to its overseas regional general manager allowing decision to make quickly in respond to local issue and customize business operation to suit local climate [Times 100, undated.]. The company used organic growth strategy and stress on profitability rather than size, this allow slow and steady growth and leader to be groom properly.

In general, the organisational structure of SIA is decentralise encourages autonomy allowing quick response to business treat and opportunity which is crucial in the airline industry which are very fast and dynamics.

5.6 Human Resources

SIA’s director are mainly appointed between year 2003 to 2007 and have a average age of 62 year old, the chief executive director Mr. Chew Chong Seng had been with the company for 30years. The directors have diversity of background and holding key role from different but related industry, some are also government official and consultant.

SIA had often looked for talent from within the organisation; the company have high per capita training cost spending 100milion annually on training of employee. The company also have scholarship program rec