Southwest Airlines: an Industry Giant

Southwest Airlines' successful and profitable business model has been driven by several strategies: high aircraft utilization; standard fleet; charismatic leadership; low fare carrier; excellent customer service practice; attractive frequent flier program; innovative and creative marketing program; performance focused organizational culture; strategic human resources management and a lean operations.

We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all,

Southwest Airlines (SWA) maintained a low-cost, low-price and no frills strategy. The small Texas carrier began as a concept, its business plan detailed on a cocktail napkin in 1971 and grew into the nation’s fourth largest airline. Known as an innovator with low operating costs, dominating smaller airports, with a humorous customer service, SWA saw its 40th profitable year in 2013. Like all companies, SWA underwent leadership changes in 2001, and said goodbye to the company’s founder in 2008. Unfortunately, the changes in leadership were not the only changes; the organization proceeded to alter their beliefs and activities.

At Southwest Airlines, the company’s business strategy has a positive effect on the training they provide to their employees. Southwest Airlines is a Texas based airline that started up in 1971 (Corporate Fact Sheet). Over the years the airline has been recognized for its outstanding customer service and its low airfare fees. Due to their excellent customer service, the company has been ranked number one in customer satisfaction in 2013 by the U.S Department of Transportation. In. 2015, Southwest airlines was recognized as one of the Best Places to Work in the Glassdoor Employees’ Choice Award. The reason that Southwest airlines is recognized for all these great things is because they obtain a good organizational control over the airline.

Southwest had an edge over its competitors because of its people and their people management. The culture practiced at Southwest ensured progress towards their primary goal of customer service and low cost. The HR programs at Southwest were based on the preserving the values and special culture of Southwest Airlines (SWA).

As the low-cost leader, Southwest spends an inordinate amount of time focusing on its mission, vision, culture, and goals. This concentration allows Southwest to rank as one of the 100 Best Companies to work for in America. The employee’s attitudes and efforts lead to fewer customer complaints and more on-time arrivals and departures.

Southwest Airlines' strong organizational culture is reflected in its mission statement "dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit" (Southwest, 2012). Southwest serves not only as a prime example of a company that excels in customer service and profitability, but as one that has utilized employee development as a means to meet these ends. Southwest makes a strong commitment to foster ongoing relationships with human resources. They demand that their employees are responsible members, however

During the rapid globalization, being one of the topmost and sustainable airlines is not easy due to the highly competitive airlines industry. Southwest Airlines, founded by Rolling King, Herbert Kelleher, and Lamar Muse in 1967, is considered a very long history of success following its goal that emphasizes on customers’ satisfaction. The key of organizational success relies on human value of Southwest CEO, managers, and employees who try to help each other in order to reach the customers’ best service because these people are the major factors to justify their own images that represent their organization. Furthermore, Southwest has motivated its employees to be more creative and improvable by allowing suitable norms and

When Herb Kelleher and Rollin King founded Southwest Airlines in 1971, their mission stated the “dedication of the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride, and company spirit” (Smith, 2012). With that mission in mind, Herb Keller and Rollin King managed to make Southwest the only profitable airline in the United States (Smith, 2012). Southwest’s mission is not the only reason why the airline continues to grow. Without the way, Herb Kelleher former CEO of Southwest, had developed a particular leadership style, power base, and a set way the organization motivates its’ work force, the company would not be as successful as it is

Southwest Airlines is one of the most successful airlines in the United States. There has never been layoffs or strikes in the history of the company, although there were several times when layoffs could have been justified, including the months following the September 11, 2001 terrorist attacks. However, Southwest's Mission statement says “Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.” (Southwest, 1988). The Airline has always believed that their corporate culture is one of the keys to their success. The culture recognizes that employees have emotional intelligence and that their

Southwest Airlines: Culture, Values and Operating Practices (in Thompson, A. A., Strickland. A. J. and Gamble, J. (2005) Crafting and Executing Strategy (Fourteenth Edition), McGraw-Hill, New York, pages C-636– C-664).

Southwest Airlines is often a modeled by other companies for its organizational structure. Organizations that have an effective management team are successful in developing a strong organizational culture, utilizing managerial controls, and leveraging diversity. Effective management teams are developed by cultivating leadership skills in those that supervise the company’s associates. Organizations want managers that can motivate their associates to achieve the goals and vision of the company. Managers that are able to utilize the leadership principles to engage their associates to share the success of the company are considered effective. Leaders are able to develop a strong vision and communicate that

The Company culture places vital importance on community involvement, service, and caring to make those communities better places to live and work. (The Mission of Southwest Airlines, 2011)

Southwest Airlines incorporates a team orientated culture by cross training its employees so they are capable of helping each other if necessary. The company place a strong emphasis on training work teams and cultivating employee citizenship behavior. Employees participate in twice daily meetings where they can discuss any issues and determine a course of action. Job applicants who are not viewed as team players are not hired. This team oriented organizational culture offers more positive relationships with managers and coworkers thus providing a quality workplace.

When one guises at organizational culture, one should correspondingly look at the principles, beliefs, and the vision of the Company. Southwest Airlines’ CEO, Herb Kelleher, is a man whose approach of treating all individuals with dignity and admiration helped the Company gain a competitive advantage over major airlines. The responsive customer service, reliability,