An Analysis of Organisational Culture Essay

1 Background of southwestern Airlinessou-west Airlines is a study Ameri fundament airline and pioneer in low-f atomic number 18 air transportation in the world, found in Dallas, Texas. souwest Airlines is kn testify for its low prices and no-frills dish. found on the U.S. Department of Transportations al roughly recent data, sou-west is the nations largest carrier in terms of boarding interior(prenominal) passengers. ( southwestern Airlines, 2014) southwest Airlines was founded in 1967 by Rolling King and Herb Kelleher. It started its military operation in 1971 covering intrastate Texas cities, Dallas, Houston and San Antonio. Originally, the airline was only serving Texan cities but few years later, the confederacy has progressively enlarged its ser viciousness to other American states. south-west Airlines was able to differentiate themselves from their competitors by pass the lowest prices.At first, legion(predicate) practices of southwesterly Airlines had been see a s unsmooth and had been disdain by other airlines. However, its Low-coststrategy has win a great victory in the US especially, when the airline assiduity suffered difficulties after the terrorist attack. In 2011, the acquisition of Air Tran Air courses allowed southwestern United States Airlines to serve outside(a) destinations in five near-international countries. According to the southwestern United States Airlines official state, the airline has tight 46,000 employees and operates more than 3,400 flights per day. Southwest Airlines has acquired many awards, such as it had been ranked as 18th on the Worlds Most Respected Companies by Financial Times (2011) and was given the title the worlds just about admired companies for 20 consecutive years in Fortunes 2014 list.2 Induction of The PracticeIn the United States, Southwest Airlines has been the most roaring airline in its industry. This success is largely due to its powerful human resource practices, most of which fall under the rubric of employee. A study by Miles, S,J. & Mangold, W,G. (2005), demonstrate an interview with Colleen Barrett, President and Chief operational Officer of Southwest Airlines that she credited Southwests success to its employees. On the hand, In 2008, a large number of companies cut jobs in club to face Global Financial Crisis. However, Dickler, J. (2008) reported that Southwest Airlines is committed to avoiding layoffs at all costs during the recession and employees in the social club form never felt that their job is in jeopardy due to the economy. Research by Glassdoor blog (2010) indicated that Southwest Airlines is the best order to work for. Clearly, Southwest Airlines focuses its circumspection on its employees.Kotter researched the integrated finis and per imprintance (2012) and come to the conclusion that organisational shade has the ability to improve organisational murder and employee job satisfaction. Southwest Airlines demonstrated a perfect perfor mance in terms of bodied market-gardening. Over the years, the federation has imposed a strong corporate subtlety that made the company even stronger. I will apply Scheins mannikin to approach practice of Southwest Airlines that the company centers around the resemblance privileged with its employees and the employee foc employ nuance lead to Southwest Airlines successful. By adapting the Schein framework, we canapproach escorting of the organizational culture of Southwest Airlines.3 vindication of Framework in that respect ar many reasons using Scheins framework to analyze organizational culture. First, He divided culture into three take aims, namely artifacts, values and elemental assumptions. These levels argon used as a bag for assessing any organizational culture.( Comer, M., n.d.) Therefore the framework can be used to analyze dimensions of organizational culture influence employees in Southwest airline. Second, it is a popular viewpoint be used in many literature s on organization culture. (Sun, S.,2008) Third, Alvesson & Berg, (1992) indicate that the framework having received less criticism. Moreover, Kong, S. H. (2000) and Miles, S,J., Mangold, W,G. (2005) likewise indicated Scheins three levels specimen has capability to combine a number of perspectives in cultural studies.Additional, An onion diagram of organizational culture that developed by Hofstede et al. (1997) is based on Scheins molding. Hofstede divided culture in to four layers that hold symbols, heroes, rituals and values. The similarities between both models ar focused on the somatogenic assumptions that shape the ideology of culture and lead to the norms and values. However, the model of Schein encompasses more aspects than the model of Hofstede.On the other hand, there are some critiques of Schein model form scholars viewpoints. First, Hatch, M. J. (1993). indicates that Scheins model is lack of the dynamic role of assumptions and beliefs in creating and ever-changi ng organizational culture. Second, Tuan, L,T. and Venkatesh, S. (2010) proposed the model developed by martins extend more on the interaction between the organizational sub-systems, the two survival functions, namely the immaterial surroundings and the internal systems, and the culture dimensions.4 Explanation of FrameworkSchein (2004) delimit organizational culture as a dynamic phenomenon that surrounds us at all times, being constantly enacted and created by our interactions with others and shaped by lead behavior, and a set ofstructures, routines, rules, and norms that guide and constrain behavior. To fully consider the significance of culture, he specify organizational culture consists with three levels as represented in Figure. 1First level of Scheins model is the most visible indicator of culture that consists of artefacts and creations. Artefacts represent the physical compose of the organization and its social environment and brook a superficial coup doeil of an or ganizations culture because the true significance or meaning that lies behind their use can be difficult to decipher and interpret.( shove J, G. 2004) The surface of a culture can be easily discover from Physical layout of the building, Communication methods, Dress code, social interplay and informal structure. According to Brown, G (2014) organisational artifacts and creations be split into six characteristics Norms are the assumptions made by employees following historical evidence as to the normal ways of achieving things in the organization. Language is the way managers speak a business term to subordinates and vice versa is a clear indicator of culture. ( Brown, G. 2014) Symbols used as the way of communication that associated with culture. Rites demonstrated by the collective interpersonal behavior and values call formal or informal culture structures. Myths and stories are narrative based on events that shared among employees and used as a method of communicating core va lues. Taboos are the indicators of what should non be done in the organization. Those institutionalised artefacts serves as a guide to channel behaviours toward desired behavious that vest assemble the value of organizational culture. Figure 1. Model of culture indicating different levels of cultureSecond level of Scheins model examines the values and beliefs of the organization. Values provide organizational members with a sense of the moral and ethical codes which shape an organization. such(prenominal) values and beliefs include trust, effort, basis of reward and honesty these must be followed with to growth a culture. Schein believed that organizational values are non as apparent as organizational artifacts. However, he states that they do embody at a greater level of awareness than basic primal assumptions,which he identifies as his third level of cultural manifestation. ( Pierce J, G., 2004)The up-to-the-minute is the most important since as Schein puts it Human minds ne eds cognitive perceptual constancy and any challenge of a basic assumption will exhaust anxiety and defensiveness. The third and core level of organizational cultural performance is basic assumptions. These basic assumptions especially from the continuous use of a job radical that are often so fundamental and repeatedly been successful in the former(prenominal) and has unconsciously been taken for granted. Typical basic assumptions include the basis on which individuals are respect, the basis of the firms ability to compete, the use of social occasion and participation and How and whom sees decisions. (Brown, G. 2014) According to Comer, M. ( n.d.), the best way to identify underlying assumptions is with a process meeting where artifacts are listed, values discussed and underlying assumptions are reviewed.Scheins three levels of the manifestation of organizational culture can be depicted as an iceberg as presented in figure 2, with the most visible level at the top which is artefacts. In the iceberg metaphor, organizational values, are closer to the surface and provide a more close assessment of the organizations culture. However, the true scope of the culture muted remains hidden beneath the surface. (Pierce, J, G., 2004) the basic assumptions of an organizations culture lies beneath the surface and is very difficult to recognized.Figure 2. Iceberg abstract Model of Scheins Three Levels of the Manifestation of Organizational Culture.5 An depth psychology of The PracticeIn the level of artefacts and creations, these visible indicators cab be observed by employee in the southwest airline and outsiders. The mission of Southwest Airlines is utilise to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and keep company Spirit. (Southwest, 2015) The culture at Southwest Airlines is visible in many ways.Norms are informal ground rules that provide guidelines concerning appropriate and inappropriate behavior in a group. (Calvary, W. 2014) In Southwest Airlines, fun and celebrating are the norm.Southwest Airlines has creating their own language, such as passengers are Customers, and do it is LUV. This unusual language personal manner excessively provides leaders at Southwest Airlines with many opportunities to spread and bear on Southwests corporate culture together. ( Lauer, C. 2010)Symbols communicate the culture through unspoken messages and mental images held by employees. Logo of Southwest Airlines with a heart, it shows Southwest Airlines spirit with love and employees work with fun and snappishnesss.Southwest Airlines has had several slogans that abide indicated companys value and caught the attention of customers and employee, such as erect Plane Smart (Southwest Airlines, 1992). This slogan somewhat promotes a sense of humor that Southwest Airlines have always had that approach in an informal way (Organizational Dynamics, 1992).Southwest Airlines created many r eligious rites to do with employees. Once employees are hired, they are promptly given a celebration greeting into the company (Tyler, 1998). Through the rite in the Southwest Airlines, it shows the warmth and friendly culture in the company.There are many stories had been share in the Southwest Airlines, such as successful events and failure experiences from employees. Southwest Airlines called the story as LUV Story that enhances the customers experience, and that helps employees understand how they should behave in a particular situationThe middle level value and beliefs, values are the foundation for an organizations mission, vision, and defined by different beliefs of the company. The clearer an organizations shared perceptions and values are defined, the stronger pot can associate with its mission and feel a decisivepart of it.( Racelis, A ,D., 2009) The core values in the Southwest Airlines are fun loving and spirited.First, Southwest Airlines focus on the situations, issue s, or behavior, not on the person. People in the company should find a solution instead of judging others.Second, maintain the self confidence and self-esteem of others. Southwest Airlines offer employees not only the internal training programs, but besides provide employees with external training whenever they want to advance their careers. Additional, Southwest Airlines also uses an employee recognition program to reinforce employees, such as Presidents Award, Winning Spirit Award and Star of the Month. According to the Southwest report, the company will hold an event called Heroes of the Heart every year on Valentines Day.The event takes place at Headquarters in Dallas, where employees with full(a) performance will be awarded by president Colleen Barrett. ( West, R. 2014) People have a go at it in it and part of the fun in the party is the surprise when the taking team is announced. The winning Team holds one of the highest honors at Southwest Airlines. Therefore, Southwest A irlines won the hearts and minds of their employees. Deal, T. E., & Key, M. K. (1998) note that Southwest Airlines is a model company in providing both frequent spontaneous praise (acknowledgment) on true behaviors as well as having formal recognition programs which reward past behaviors.Third, to maintain positive relationships with employees, colleagues and managers, Southwest Airlines focuses on a team environment that enables employees embrace their connections with one another. Southwest Airlines has always placed little vehemence on formal organizational company structure, that employees are given control to make decisions and Supervisors view their subordinates as internal customers who deserve help in doing their jobs better. (Gittell, J. H. 2004) Fourth, fun and love status. Southwest Airlines create an environment that combines humor with responsibility. Southwest Airlines places the highest importance in its selection process on employee that hire for attitude that ba sed on their social skills.Employees can use any talents they have in order to entertain the customers as long asthey make them keen. There are many popular idiot boxs about the funny golosh speech made by Southwest flight attendant that consists of rapping or singing when they present the safety rules such as Hilarious Southwest Airline Safety entry that is recently the most popular video on the internet. A relaxed atmosphere at work makes Southwest Airlines employees happy and this also keeps customers coming back because they like this style. It shows that having fun in the working environment is an essential value of the company.Fourth, Southwest Airlines holds variety events in many fun loving ways to implicate their value. In 2011, the celebration of fortieth Anniversary Southwest Airlines held 40th Anniversary parties at three citiesDallas, Houston, and San Antonio (Southwest Airlines, 2014). every(prenominal) year Southwest Airlines hosts a huge Halloween party at its Dallas supply (West, R. 2014). The events convey beliefs of the fun and loving culture and made it become a tradition at Southwest Airlines.At the deepest level, basic assumptions are downstairs our awareness. The assumptions that shape the organizational culture can be exposed by observing how employees interact and the decisions they make. Southwest Airlines is noted for operating according to basic assumptions that value employees welfare and providing high-quality services. (Qwabe, N. P., n.d.) Southwest Airlines implicates no layoff policy. According to Southwest Airlines report (2010), Southwest Airlines offers Employees the freedom to pursue good health, create financial security, travel. Southwest Airlines also has a long tradition of bridging the work divide by seeking to accommodate the needs of families through flexible scheduling and ensuring that managers do not devote too much time to the job at the expense of their families. (Gittell, J. H. 2004) These values and be liefs informs employees of exactly what is expected of them and help them understand the organization.6 ConclusionsOrganizational cultures can have multiple impacts on employee performance. Normally, employees work harder to procure organizational missions if theyimmerse themselves in the organizational culture. First, the case of Southwest airlines shows that the company puts its employees in priority that they implement a no layoff policy. Employees feel steady-going in their job, and enjoy a high level of compensation. In addition, Southwest Airlines sees employees as the greatest assets of the company.Second, Southwest Airlines creates an happiness environment and operate with the concept, love (LUV). Southwest Airlines encourages employees to work with humor and responsibility, that happy working atmosphere not only greatly improve the efficiency of their work but also get recognized by customers. Third, team work is crucial in the company, Southwest treat employees as family member instead of worker. Southwest creates the upper limit welfare to employees and returned loyalty from employees.The effect of organizational culture relates to its strength. Organizational culture strength based on how broadly and deeply employees hold the companys values and basic assumptions. In a strong organizational culture, most employees embrace all beliefs and values that through well-established creations and artefacts, as a result of that those values are difficult to change. Furthermore, strong cultures tend to be long-lasting. (Ojo,O. 2009)According to Sun, shili (2008), a strong culture (one in which beliefs and values are widely shared and strongly held) can also offer many advantages. Southwest creates a strong organizational culture that majority of the people hold the same basic beliefs and values as applies to the organization. The performance of employees improves by strong culture in Southwest Airlines. A strong culture provides Southwest Airlines with imme rsing everyone in the culture immediately and has awareness of culture. Thereby, every individuals in the Southwest Airlines with shared values that assist employees achieve organizational goals successfully.ReferencesAlvesson, M., & Berg, P. O. (1992). incarnate culture and organizational symbolism. Brown, G. (2014, September 30). The learning organisation PowerPoint slides. Calvary, W. (2014). Beliefs and Norms Powerpoint.Comer, M. (n.d.). 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