...Southwest Airlines Motivational Profile PSY 320 Southwest Airlines Motivational Profile Southwest Airlines provides the motivation the company needs for its employees to succeed. For employees to take actions on desired goals he or she requires motivation. Therefore, it becomes necessary for companies to effectively motivate employees. With the proper motivation, employees can improve their knowledge within an organization as well as help the company become a success. Employees desire the need to accomplish personal and professional goals within a company and also the knowledge they gain from the experience; it is motivation that helps an individual accomplishes their goals. Southwest Airlines values their employees; they believe that the low turnover rate and high productivity levels are positive proof that they value their employees. This paper will provide a brief history, current motivation methods of Southwest Airlines, and explanations of the current motivational methods of Southwest Airlines and provide detail if the methods work or not for Southwest Airlines. A Brief History of Southwest Airlines Founded in 1967 by Herb Kelleher and Rolling King, Southwest Airlines began as a small operation offering commercial flights beginning 1971 covering three Texas cities (Ashutosh & Mukuli, 2011). The airline has grown from a very small operation to a premier carrier of the largest number of passengers...
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...Southwest airlines originated in 1971 by its founders, Herb Kelleher and Rollin King. The airline focused on short flights with customer service that was “delivered with a sense of warmth, friendliness, individual price and company spirit.” (Anonymous, 2005, p.16). Since it’s origination, the company has won multiple prestigous awards for it’s leadership, employee satisfaction, and outstanding customer service which can always be found in their coorporate environment, which is filled with non traditional humor. How does a company stay successful in the notoriously volitile airline industry for so many years? This paper will discuss Southwest’s leadership, sources of power, motivational theory and workforce. How communication is impacted in each of these areas will be the topic of focus. Leadership Southwest screens individuals carefully in their interview process. The company looks for the traits in people who have “a sense of humor, a fun loving attitude and don’t take themselves too seriously”. (Hardage, 2006, p.2). “The company hires not on skill, but on the basis of attitudes and belives that skill can be taught in the classroom but they can’t change attitude.” (Bunz & D, 1998, p.2). “Trait theories focus on personal qualities and characteristics. The search for personality, social, physical, or intellectual attributes that differentiate leaders from non-leaders goes back to the earliest stages of leadership research.” (Beebe, Masterson, 2009,). “The University of...
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...Southwest airlines originated in 1971 by its founders, Herb Kelleher and Rollin King. The airline focused on short flights with customer service that was “delivered with a sense of warmth, friendliness, individual price and company spirit.” (Anonymous, 2005, p.16). Since it’s origination, the company has won multiple prestigous awards for it’s leadership, employee satisfaction, and outstanding customer service which can always be found in their coorporate environment, which is filled with non traditional humor. How does a company stay successful in the notoriously volitile airline industry for so many years? This paper will discuss Southwest’s leadership, sources of power, motivational theory and workforce. How communication is impacted in each of these areas will be the topic of focus. Leadership Southwest screens individuals carefully in their interview process. The company looks for the traits in people who have “a sense of humor, a fun loving attitude and don’t take themselves too seriously”. (Hardage, 2006, p.2). “The company hires not on skill, but on the basis of attitudes and belives that skill can be taught in the classroom but they can’t change attitude.” (Bunz & D, 1998, p.2). “Trait theories focus on personal qualities and characteristics. The search for personality, social, physical, or intellectual attributes that differentiate leaders from non-leaders goes back to the earliest stages of leadership research.” (Beebe, Masterson, 2009,). “The University of...
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...| Course Syllabus | | University of Phoenix | PSY320 | | | | Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this syllabus is considered the ruling document. GENERAL COURSE INFORMATION COURSE NUMBER: PSY320 COURSE TITLE: Human Motivation COURSE START DATE: 11/19/13 COURSE END DATE: 12/23/13 REQUIRED READING: Students are required to read all materials available at the Course Materials site for this course on Facilitator Availability I am available to you at most times throughout the week. I am very willing to make an appointment to be available to you as needed. If there are times that I will be away from my e-mail for an extended period to exceed 24 hours, I will post a message to that effect. The best way to reach me is by posting a question in your Individual folder, since the classroom is checked frequently. Phone calls are not a good way to contact me because I travel a great deal. In the extremely rare event that phone contact must occur, the best way is to schedule an appointment in advance. The University discourages the use of email during class times, preferring us to use the Individual folders. For emergencies, when you are not able to gain access to messages on the Online Learning System (OLS), please send a message to my personal email address. General Course Description This course seeks to synthesize the many theories of human motivation with the...
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...system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. Library of Congress Cataloging-in-Publication Data Kim, W. Chan. Blue ocean strategy: how to create uncontested market space and make the competition irrelevant / W. Chan Kim, Renée Mauborgne. p. cm. Includes bibliographical references and index. ISBN 1-59139-619-0 (hardcover: alk. paper) 1. New products. 2. Market segmentation. I. Mauborgne, Renée. II. Title. HF5415.153.K53 2005 658.8 02—dc22 2004020857 The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Publications and Documents in Libraries and Archives Z39.48–1992 To friendship and to our families, who make our worlds more meaningful ( ) ( ) ( ) ( ) Contents Preface Acknowledgments ix xiii Part One: Blue Ocean Strategy 1 2 Creating Blue Oceans Analytical Tools and Frameworks 3 23 Part Two: Formulating Blue Ocean Strategy 3 4 5 6 Reconstruct Market Boundaries Focus on the Big Picture, Not the Numbers Reach Beyond Existing Demand Get the Strategic Sequence Right 47 81 101 117 viii...
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...Advantage: The Value Chain and Your P&L Part Two: What Is Strategy? 4. Creating Value: The Core 5. Trade-offs: The Linchpin 6. Fit: The Amplifier 7. Continuity: The Enabler Epilogue: A Short List of Implications FAQs: An Interview with Michael Porter A Porter Glossary: Key Concepts Chapter Notes and Sources About the Author Acknowledgments The Michael Porter I know is first and foremost a gifted teacher. If this book succeeds in helping readers understand Porter’s ideas in their full richness, it is thanks in large measure to his encouragement, his guidance, and his patience in explaining those ideas to me. As this book progressed, he carefully reviewed every chapter, giving generously both his time and his laser-sharp attention. The company examples I have used to illustrate Porter’s ideas draw not only on his work, but also on that of many researchers and business writers. Where I have used published sources, I cite them in the chapter notes. I also want to acknowledge...
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...“The best place on the web to prepare for a job search.” – Fortune “[Vault guides] make for excellent starting points for job hunters and should be purchased by academic libraries for their career sections [and] university career centers.” – Library Journal “The granddaddy of worker sites.” – US News and World Report “A killer app.” – New York Times One of Forbes' 33 “Favorite Sites” – Forbes “To get the unvarnished scoop, check out Vault.” – Smart Money Magazine “Vault has a wealth of information about major employers and jobsearching strategies as well as comments from workers about their experiences at specific companies.” – The Washington Post “A key reference for those who want to know what it takes to get hired by a law firm and what to expect once they get there.” – New York Law Journal “Vault [provides] the skinny on working conditions at all kinds of companies from current and former employees.” – USA Today VAULT GUIDE TO RESUMES, COVER LETTERS & INTERVIEWS © 2003 Vault Inc. VAULT GUIDE TO RESUMES, COVER LETTERS & INTERVIEWS HOWARD LEIFMAN, PhD, MARCY LERNER AND THE STAFF OF VAULT © 2003 Vault Inc. Copyright © 2003 by Vault Inc. All rights reserved. All information in this book is subject to change without notice. Vault makes no claims as to the accuracy and reliability of the information contained within and disclaims all warranties. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical...
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...Handbook of Organizational Development, (pages 429-445) Thousand Oaks, CA: Sage Publishing. A Process for Changing Organizational Culture Kim Cameron University of Michigan Much of the current scholarly literature argues that successful companies--those with sustained profitability and above-normal financial returns--are characterized by certain well-defined external conditions. These conditions include having (1) high barriers to entry (e.g., the difficulty of other firms entering the market, so few, if any, competitors exist), (2) non-substitutable products (e.g., others cannot duplicate the firm’s product, and few, if any, alternatives exist), (3) a large market share (e.g., the firm can capitalize on economies of scale and efficiencies by dominating the market), (4) buyers with low bargaining power (e.g., purchasers of the firm’s products become dependent on the firm because they have no other alternative sources) (5) suppliers with low bargaining power (e.g., suppliers to the firm become dependent because they have no other alternative customers), (6) rivalry among competitors (e.g., incentives to improve are a product of rigorous competition), and (7) rare products or services (e.g., offering something that no other company provides) (Porter, 1980; Barney, 1991). Unquestionably, these are desirable features that clearly should enhance financial success. A substantial amount of research supports the importance of these factors. However, what is remarkable is...
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...Handbook of Organizational Development, (pages 429-445) Thousand Oaks, CA: Sage Publishing. A Process for Changing Organizational Culture Kim Cameron University of Michigan Much of the current scholarly literature argues that successful companies--those with sustained profitability and above-normal financial returns--are characterized by certain well-defined external conditions. These conditions include having (1) high barriers to entry (e.g., the difficulty of other firms entering the market, so few, if any, competitors exist), (2) non-substitutable products (e.g., others cannot duplicate the firm’s product, and few, if any, alternatives exist), (3) a large market share (e.g., the firm can capitalize on economies of scale and efficiencies by dominating the market), (4) buyers with low bargaining power (e.g., purchasers of the firm’s products become dependent on the firm because they have no other alternative sources) (5) suppliers with low bargaining power (e.g., suppliers to the firm become dependent because they have no other alternative customers), (6) rivalry among competitors (e.g., incentives to improve are a product of rigorous competition), and (7) rare products or services (e.g., offering something that no other company provides) (Porter, 1980; Barney, 1991). Unquestionably, these are desirable features that clearly should enhance financial success. A substantial amount of research supports the importance of these factors. However, what is remarkable is...
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...Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods, this calls for a major change in their approach to learning. This introduction is intended to provide students with some basic information about the case method, and guidelines about what they must do to gain the maximum benefit from the method. We begin by taking a brief look at what case studies are, and how they are used in the classroom. Then we discuss what the student needs to do to prepare for a class, and what she can expect during the case discussion. We also explain how student performance is evaluated in a case study based course. Finally, we describe the benefits a student of management can expect to gain through the use of the case method. WHAT IS A CASE STUDY? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs...
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...PART ONE • UNDERSTANDING SERVICES SERVICES IN THE MODERN ECONOMY As consumers, we use services every day. Turning on a light, watching TV, talking on the telephone, riding a bus, visiting the dentist, mailing a letter, getting a haircut, refueling a car, writing a check, or sending clothes to the cleaners are all examples of service consumption at the individual level. T h e institution at which you are studying is itself a c o m p l e x service organization. In addition to educational services, today's college facilities usually include libraries and cafeterias, counseling, a bookstore, placement offices, copy services, telecommunications, and even a bank. If you are enrolled at a residential university, campus services are also likely to include dormitories, health care, indoor and o u t d o o r athletic facilities, a theater, and perhaps a post office. Customers are not always happy with the quality and value of the services they receive. People complain a b o u t late deliveries, r u d e or i n c o m p e t e n t personnel, i n c o n v e n i e n t service h o u r s , p o o r p e r f o r m a n c e , and needlessly complicated p r o cedures. T h e y grumble about the difficulty of finding sales clerks to help t h e m in retail stores, express frustration about mistakes on their credit card bills or bank statements, shake their heads over the complexity of new self-service equipment, m u t ter about p o o r value, and sigh as they are forced to wait in line almost everywhere...
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...disclaimer in line with Bursa Malaysia guidelines: 1. These headline Key Performance Indicators (KPIs) in the BTP 2 are targets/aspirations set by Malaysia Airlines to reflect transparent performance management practices. To all intents and purposes, financial figures referred to as ‘forecasts’ and ‘estimates’ in the BTP 2 are KPIs. 2. These KPIs should not be construed as forecasts, projections, estimates or representations of the company’s future performance, occurrence or matter as the KPls are merely a set of targets/aspirations of future performance and aligned to the company’s strategy. It is our view that because the airline industry faces a tough business environment which MAS is not spared from, it is only appropriate that we disclose information to the public, in a manner that is as balanced and objective as possible. It should be pointed out that in this BTP 2 document, while MAS is announcing its 5-year (2008 - 2012) P&L aspirations, this does not necessarily mean that MAS will make the said profits during the period. The BTP 2 and its targets have been approved by the MAS Board of Directors, but are not to be considered as forecasts reviewed by external auditors. CONTENTS A Joint Message from the Chairman, CEO and CFO 1-2 Executive Summary 3-4 A: Achievements to date 5-12 B: Current Airline Industry Environment 13-24 C: MAS will fail without a Business Transformation D: Strategy : Transforming to become a Five Star Value Carrier 25-30 ...
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...Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page i Diagnosing and Changing Organizational Culture Cameron.ffirs 10/11/05 1:46 PM Page ii Kim S. Cameron Robert E. Quinn Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page iv Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department...
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...Front Breakout Dynamics Putting Vision to Work Being a Magnet Company Delivering the Promise Executing Breakout Breakout Leadership Appendix: case study companies Index List of Figures Figure 1.1 Figure 2.1 Figure 3.1 Figure 4.1 Figure 5.1 Figure 5.2 Figure 5.3 Figure 5.4 Figure 5.5 Figure 6.1 Figure 6.2 Figure 6.3 Figure 6.4 Figure 7.1 Figure 7.2 Figure 7.3 Figure 8.1 Figure 8.2 Figure 8.3 Figure 9.1 The Breakout Strategy Cycle Companies Getting on the Fast Track Companies Staying Out Front Types of Capital and the Capital Accumulation Process The Vision Wheel State Transition for Harley-Davidson: Organization State Transition for Harley-Davidson: Culture State Transition for Harley-Davidson: Relationships State Transition for Harley-Davidson: Markets The Six Pillars of a Value Proposition Leveraging up the Apple Value Proposition Reconciling Different Value Propositions Leveraging up Samsung Electronics’ Value Proposition Components of a Business Model Aligning the Business Model and Value Proposition Business Model Needs Analysis Delivering Strategy System Balance and Strategy Delivery at CEMEX Organizational Culture and Cultural Reproduction Breakout Leadership Capabilities Chapter 1 Breakout Strategy ______________________________________________ We all want to identify the essential ingredient that makes for outstanding business success, the decisive factor that differentiates exceptional companies from those that are just plain average. Sadly, like the elixir...
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...TE AM FL Y Praise for Marketing Insights from A to Z “The bagwan of Marketing strikes again. Leave it to Phil Kotler to revisit all of our blocking and tackling at just the right time . . . and as all great marketers know: ‘timing is everything.’” —Watts Wacker Founder and CEO, FirstMatter Author, The Deviant Advantage: How Fringe Ideas Create Mass Markets “Wide-ranging, readable, pithy, and right on target, these insights not only are a great refresher for marketing managers but should be required reading for all nonmarketing executives.” —Christopher Lovelock Adjunct Professor, Yale School of Management Author, Services Marketing “Kotler tackles the formidable challenge of explaining the entire world of marketing in a single book, and, remarkably, pulls it off. This book is a chance for you to rummage through the marketing toolbox, with Kotler looking over your shoulder telling you how to use each tool. Useful for both pros and those just starting out.” —Sam Hill Author, Sixty Trends in Sixty Minutes “This storehouse of marketing wisdom is an effective antidote for those who have lost sight of the basics, and a valuable road map for those seeking a marketing mind-set.” —George Day Geoffrey T. Boisi Professor of Marketing, Wharton School of Business “Here is anything and everything you need to know about where marketing stands today and where it’s going tomorrow. You can plunge into this tour de force at any point from A to Z and always come up with remarkable insights and...
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