Dsb Bank

My response will be. ”Yes Sir, I will accept this honor and would like to thank you as COB and the other board members for your trust, which I’ll make every effort to meet. Ask him to announce the decision and my acceptance and then head to my office.

ROYAL JORDANIAN AIRLINES BRIEF HISTORY

Royal Jordanian Airlines, R.J (my company) was established in 1963 and is based in Amman, Jordan. The airlines started operations on December, 15, 1963 with a fleet of two Handley Page Dart Heralds and one Super DC-7. In 1966 R.J became a member of the IATA and started expanding its operations. In 1971 Royal Jordanian entered jet age when it acquired two Boeing 707 aircrafts. In 2001, Royal Jordanian was registered as a Public Shareholding Company with a capital of $60 million.

Royal Jordanian Airline presently covers 51 destinations all over the world. Royal Jordanian has a modern fleet. Its fleet consists of 5 Airbus A310-300, 6 Airbus A320-200, 3 Airbus A321-200, 4 Airbus A340-200, 2 Bombardier Q400/ De Havilland Canada Dash 8, and 7 Embraer 195.

It is mostly run by Jordanians, but has a total of 14 nationalities comprising 14% of the total number of employees.

Organizational Structure

Board of Director

President& CEO

• Assistant Vice President Commercial

• Assistant Vice President Human Resources

• Assistant Vice President Public Relations

• Assistant Vice President In-Flight Services

• Assistant Vice President Inf. Technology

• Assistant Vice President Technical

• Assistant Vice President Purchasing

• Assistant Vice President for Finance

I will have short and long term goals to full fill:

SHORT TERM GOALS

Will be directed towards reducing anxiety of people affected and maintain credibility of the company.

These will occur over the first few days

Here are the three main conceptual frameworks underpinning the on-boarding plan:

1. High performing teams and organizations are built of people, plans, and practices aligned around a shared purpose.

2. Tactical Capacity bridges the gap between strategy and execution, ensuring that a good strategy doesn’t fail because of bad execution.

3. Five building blocks underpin a team’s Tactical Capacity: burning imperative, key milestones, early wins, getting the right people in the right roles, and shaping the culture with an ongoing communication plan.

I need to start BEFORE Day One especially with the boss and Key Stakeholders.

1. Meetings face to face with the other employees

• Although I was one of the management team and now becoming their boss, still I am the same person.

• Give them job security, that although the old CEO is not coming back, there will be no layoffs related to this incident.

• I will always need their input to succeed, so my policy will be an open door policy.

• We all belong to the same firm, so we have mutual interests as we go on we have to be committed to each other.

• I will be willing to hear any suggestions during this meeting.

2. Board Administration

Assure them that, although I don’t have the experience as CEO, I have many assets that can help me succeed:

• Inform them of my previous meeting with the employees of the company.

• Re-enforce the need to work together.

3. Share holders:

Their assets are in good hands, the company has been a success and I will do my best to keep the company running smoothly and prosperous.

4.