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Human Resource Management at Airlines 305
enhanced. When managers treat cross-functional conflict as an occasion for learning, they
strengthen relationships between employees and boost performance of the work processes
in which those employees are engaged. Accordingly, our study of flight departures showed
that rewarding managers for being proactive about conflict resolution was associated with
higher levels of relational coordination across functional groups, leading to higher levels
of aircraft productivity, staffing productivity and service quality.
10.4.6 Boundary Spanning Roles
Many different employees play a critical role in coordinating flight departures - pilots,
flight attendants, gate agents, ticket agents, baggage handlers, mechanics, and so forth. But
there is one role that is particularly central for coordinating flight departures - the flight
dispatcher, known also at some airlines as the “operations agent.” In the airline industry
the operations agent is at the center of communication among the various functional
groups that are working to get the aircraft unloaded, serviced, reloaded and on its way.
The tasks of the operations agent include collecting information about the passengers,
bags, freight, mail and fuel going out on a particular flight, making calculations about
how much of each could be loaded and where it should be loaded, consistent with weather
and route information. Before the aircraft arrives, during its time at the gate, and after its
departure, operations agents gather and process the needed information from each of the
functional groups, make adjustments as needed and communicate those adjustments back
to the other functional groups. In so doing, operations agents bring together and reconcile
sometimes conflicting perspectives among the various departments regarding passenger
needs, commitments to freight and mail customers, and the requirements of flight safety.
Operations agents in effect serve as “boundary spanners,” managing the flow of infor-
mation across functional lines. Organization design theorists tell us that boundary spanners
are particularly important for coordinating work processes in which participants perform
very different tasks and as a result have very different perspectives about what needs to be
done (Galbraith, 1994). The boundary spanner has traditionally been seen as a mechanism
for collecting, filtering, translating, interpreting
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