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Essay on Southwest Airline
It would be relevant, before addressing any of the organizational features of Southwest Airline {SWA}, to acknowledge that the firm has a monumentally outstanding reputation within the airline industry contemporarily. One of the more noteworthy things that becomes evident when contemplating the employee-employer relationships that are encouraged within the organizational parameters at Southwest Airlines is the marked lack of organizational formalities.
This, moreover, is something that tends to be accentuated quite emphatically when considering it in light of the fact that SWA has been idealized as an organization that 'dares to unleash the imagination and energy of its people ... they make work fun--employees have the freedom to act like nuts ... [they've] made flying an event'.
It is quite apparent that this disinclination towards typical organizational rigidity that tends to be exceptionally prevalent within highly commercial segments such as the airline segment acts as a significant motivational factor for employees.
This tendency towards encouraging maximal humor and frivolity within the collective employee pool, moreover, also brings forth a rather controversial side of the ideology within SWA's key to success is grounded. Consider the bearings of the fact that Herb Kelleher, CEO for SWA, is of the notion that the customer is not always right, as has been historically and globally ascribed within the business segment.
On the contrary, Kelleher states that 'the customer is sometimes wrong. We don't carry those sorts of customers. "Managers do things right, while leaders do the right thing (Pascale, 1990, p. 65).". The key, it appears, is to 'treat employees like they are volunteers, treating their contributions to the organizational mission as individualistic favors. It is quite apparent thus, when considering the soaring profits, exceptional employee satisfaction and significant customer satisfaction, that the staff at SWF appears to be motivated....
