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Essay / Research Paper Abstract
This 8 page paper looks at the way organizational behavior manifests at Southwest Airlines, including aspects such as leadership, culture and motivation and compares the positive organizational behavior with another large airline where there have been organizational behavior challenges. British Airways provides an interesting contrast. The bibliography cites 10 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TESWorgbeh.rtf
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Unformatted sample text from the term paper:
a century where the firm has not made a profit (Southwest Air, 2009). A great deal of the reason for the success has been the manifestation of positive organizational behavior
in the firm, including issues such as culture and leadership, leading to a highly motivated and committed employee workforce, where there is a high level of cooperation between employees and
management, even during difficult times, an impressive feat when roughly 79% of the 35,0001 employees are unionized (Southwest, Air, 2009). The history of the firm is one that has
helped to lead to a very different operating model that has impacted on all of these elements. Southwest Airlines was stared Rollin King and Herb Kelleher in 1971 with
a new idea; a vision for an airline that offered the lowest possible fares and still get people to the destinations they wanted to be (Kelly, 2001). The idea was
if they could do this and you shall customers had a good time on a journey that they would come back and fly again with them (Kelly, 2001). The internal
organization and relationship with employees has been a key part of delivering the service, which has included a number of awards for delivering good service, such as the Time 2008
Friendliest Airline award, and Forbes 2008 award for being the most reliable US airline (Southwest Airlines, 2009). These are indicators of a strong positive employee behavoir patterns and culture.
Leadership has set the standards and helped to create the culture, When Herb Kellher is asked about management style and values there is
usually the inclusion of the need to value, encourage and train employees as a core element of the strategy (HFM, 2008). He states that competitors had tried to copy the
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