Southwest S Case Study Management Control System

Southwest S Case Study Management Control System-57
“We can train people to load a plane, take reservations, or serve passengers,” says Kelli Miller, Southwest Airlines marketing manager for Utah.“What we can’t train is good attitude or ‘heart-based’ decision-making.” The company also consistently provides coaching and growth opportunities for people and weeds out non-performers within the first six-month probationary period. Greenleaf, director of management research for AT&T in the mid-1900s and the first to write about servant-leadership in the workplace, said that servant leadership “begins with the natural feeling that one wants to serve, to serve first.

“We can train people to load a plane, take reservations, or serve passengers,” says Kelli Miller, Southwest Airlines marketing manager for Utah.“What we can’t train is good attitude or ‘heart-based’ decision-making.” The company also consistently provides coaching and growth opportunities for people and weeds out non-performers within the first six-month probationary period. Greenleaf, director of management research for AT&T in the mid-1900s and the first to write about servant-leadership in the workplace, said that servant leadership “begins with the natural feeling that one wants to serve, to serve first.

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Southwest Airlines—which has practiced servant-leadership for 33 years — is one company that has managed to thrive in the face of adversity.

In 2001, the company was the only major airline to make a profit.

Especially when we face organizational crises, we tend to long for a savior to fix the messes that we have all helped create.

Even in impressive corporate turnarounds, we tend to look for the hero who single-handedly “saved the day.” But this myth causes us to lose sight of all those in the background who provided valuable support to the single hero.

Through the deep mutual trust and sense of ownership that characterize their cultures, Southwest and other companies that embrace servant-leadership have achieved remarkable results that put them at the head of their industries.

These achievements don’t happen by accident or through guesswork — they are the result of leaders who commit to serving their employees and, in turn, providing their customers with the best products and service in the marketplace.

A guiding principle is: If you use your best judgment to do what is right, your leaders will stand behind you.

Over the years, Southwest management has gone to extreme lengths to avoid layoffs.

Seeing the leader as servant, however, puts the emphasis on very different qualities.

Servant-leadership is not about a personal quest for power, prestige, or material rewards.

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