Read the case study

1- Give information about what you read and about the company

2- explain what was the problem mentioned in the case

3- write a conclusion about the case

4- references

CASE FOR ANALYSIS A Tale of Two Cultures In an attempt to phe Southwest Airlines a competitive Southwest esp the fundinforma advantage based on low cost, highquality service CEO and secrete Herb Kelleher descloped terminal and instrumental ed to do in the values that made Southwests culture the envy of in Toplume customer focale drew up on competitors Southwest managers and players like pecial de la Day are committed to the success of the organston and do "Tunery Friday. In they try to deep all they can to help one another and to provide customers was proveniente with colleat service a terminal value Four Times Alles wat year. Southwest managen werk behandler med sider pents, and light attendant so these feel for 2 others. The Wall the problem lacing other employees. As almal hann Dallas full of plus makes it possible for employees to gather with Kelcherarted by comples for the performance every Friday at moon in the company Dallas parking lot Everybody in the course where for any out Shwepali The culture of excellence that Southwest has created cm Here there was a My trained to the working to its whatap Setiap prakse tatiles and predite nery year and in the pub are the tablereying dede Central Scout CEO and with that of med de Line Inc les Butter her of the Locomplete Se hadd finemployees and Soruns, while that the compo both myspy had in her empt to reduce che the tinha me face of trusts that a ' ts Leadership to the orition Time by contebelerate the fact hand A very day and out when leaving. If they feed their leat Vincent lor departure time, they could be terminated. Bu Vale Limemwege poder required department to file dan operating the ployees daddy up their desks Salary increases who keptul pobled the company homes and spender tight Students shall review case study, address the issues that are mentioned in the cose, Q1, Q2, and ensure to deliver the following: 1. Background Information about the case and the company 2. Problem Statement / Specific Problem or Situation tell what is the issue in 4. Conclusion 5. Reference CASE FOR ANALYSIS A Tale of Two Cultures In an attempt to give Southwest Airlines a competitive advantage based on low-cost, high-quality service, CEO Herb Kelleher developed terminal and instrumental values that made Southwest's culture the envy of its competitors. Southwest managers and employees alike are committed to the success of the organization and do all they can to help one another and to provide customers with excellent service (a terminal value). Four times a year, Southwest managers work as baggage handlers, ticket agents, and flight attendants so they get a feel for the problems facing other employees. An informal norm makes it possible for employees to gather with Kelleher every Friday at noon in the company's Dallas parking lot for a company cookout Southwest keeps the organization as flat and informal as possible, and managers encourage employees to be creative and to develop rules and norms to solve their own problems. To please customers, for example, employees dress up on special days like Halloween and Valentine's Day and wear "fun uniforms" every Friday. In addition, they try to develop innovativelways to improve customer service and satisfac tion. All employees participate in a bonus system that bases rewards on company performance, and employees own over 22% of the airline's stock. The entrance hall at company headquarters at Love Field in Dallas is full of plaques earned by employees for their outstanding performance. Everybody in the organization cooperates to achieve Southwest's goal of providing low-cost, high-quality service. The culture of excellence that Southwest has created seems to be working to its advantage. Southwest increased its op erating routes and profits every year and is the most prof itable airline flying today. Contrast Southwest's CEO and culture with that of Value Linc, Inc. Jean Buttner, publisher of the Value Line Investment Survey, fashioned a culture that the company's employees apparently hated. In her attempt to reduce costs and improve efficiency, she created instrumental values of frugality and economy that poisoned employees' attitudes toward the organization. Employees were told to sign in by 9 A.M. every day and sign out when leaving. If they faked their arrival or departure time, they could be terminated. Because at Value Line messy desks were regarded as signs of laziness or "unproductivity," Buttner required department managers to file a clean surfaces report" every day, certifying that em- ployees did tidy up their desks S Salary increases were also kept as small as possible and the company's bonus and health plans were under tight rein How have these values paid off? Many highly trained professional workers left Value Line because of the hostile atmosphere produced by these "economical" values and by work rules that devalued employees. Also, this turnover gen- erated discontent among the company's customers, who be gan to complain. So bad did feelings between employees and Buttner become that employees reportedly put up a notice on their bulletin board that criticized Buttner's management style and suggested that the company could use some new leadership. Buttner's response to this message from a signifi- cant stakeholder group was to remove the bulletin board. Clearly, at Value Line no culture of cooperation between managers and employees exists