An evaluation of turnaround strategies in airline organization a case of precision air services plc

Turnaround strategy requires a drastic intervention and a series of carefully planned project management processes to prevent organization from failure to reach its objectives. This has been an increasingly feature within Precision air services company as a result of an evaluation of turnaround strategies. This study aimed at an evaluation of turnaround strategies in airline organization. Its particular focus had been on identifying the turnaround strategies employed by Precision Air Services, examining the usefulness of the turnaround strategies on the profitability of the firm, and to analyze the challenges encountered by Precision air in implementing turnaround strategies. A comprehensive review of literature, both local and international was done. This established a base from which a case study design was selected. The study used questionnaire in data collection followed by interviews to enrich and refine the findings. The study population comprised of all Precision Air Service staffs in Dar es Salaam office. Of which sample were drawn and comprise Precision air management directors, head of department, managers and turnaround team. The respondents gave similar views based on the strategies employed with some strategies having had a high positive impact on the respondents indicating high levels of efficiency whereas others did not have significant impact indicating low levels of effectiveness. The respondents also gave insights as to what areas need to be addressed to make PW more effective in meeting their needs and expectations.The findings of this study show that the turnaround strategies employed by Precision Air Services Company were not effective in meeting organizational goals. This had been due to challenges that were encountered during their implementation. As a result, the turnaround strategies employed by the organization contributed very little on the profit of firm.