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Essay / Research Paper Abstract
A 7 page paper examining the corporate culture at Southwest Airlines in terms of Schein’s three-factor model that includes artifacts, espoused values and basic underlying assumptions. The paper then discusses whether managers have the ability to direct the path of corporate culture or whether it merely evolves on its own. The paper concludes that management absolutely directs the evolution of corporate culture. Bibliography lists 5 sources.
Page Count:
7 pages (~225 words per page)
File: CC6_KSmgmtOrgCulSwest.rtf
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Unformatted sample text from the term paper:
been one of the countrys most profitable airlines for years, even making a significant profit during the recession of the early 1990s when all of the "gang of seven" -
former CEO Herb Kellehers favorite term for the big, established airlines - were losing money hand over fist (How Herb Keeps Southwest Hopping, 1999). Southwest came to be the
number one airline in terms of passenger boardings in the mid-1990s, and since is consistently named as customers favorite airline for service, safety and on-time operation.
Kelleher, industry analysts, business writers, employees, labor leaders and others credit Southwests continued growth and consistent profitability with its unique culture. It was Kellehers position that
employees could not keep customers happy unless management ensured that employees were happy as well. In light of the fact that all other airlines in the country lost money
throughout most of the 1990s, some to the point of bankruptcy, the primary difference between Southwests performance and that of its competitors can be traced to its positive organizational culture.
Scheins Model Edgar Schein holds that corporate culture can be reduced to and defined by three categories of items: artifacts, espoused values
and basic underlying assumptions (Leading Teams into the Future, 2003). Artifacts are visible organizational structures. Espoused values are the organizations stated strategies, goals and philosophies. Basic underlying
assumptions include the organizations "unconscious beliefs, perceptions, thoughts and feelings" (Leading Teams into the Future, 2003). Artifacts An "artifact" at Southwest is exemplified
by managers responsibility to spend at least one day a quarter working at some other job in the company. That "some other job" can be anything in the company,
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