Organizational Structure At Southwest Airlines

1125 Words5 Pages
Introduction “Your employees come first and if you treat your employee’s right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.” This quote from Herb Kelleher, co-founder of Southwest Airlines, embodies the attitude of leadership at the airline. Southwest dares to be different from other airlines because their philosophy revolves around people both internal and external. Communication, culture, and leadership are the cornerstone of their success. This paper explores key leader’s communiqué tactics, the role communication plays in daily operations, how the mission, vision, and culture reinforce the goals, and the importance of efficiently connecting to internal and external stakeholders. Communication of Key Leaders In building the organizational structure at Southwest, leadership focused on the premise that employees are their first customer and passengers as the second. Former CEO Herb Kelleher was approachable, treated his employees as customers, considered himself part of the crew, and believed in individual expression. Kelleher understood a leaders principal obligation is satisfying their employees. An engaged employee will strive to take care of Southwest’s customers (Box & Byus, 2009). If the customers are happy, their next flight whether for business or pleasure will be with Southwest and shareholder will reap the benefit. Leaders recognize effective communication starts at the top Southwest Airlines Chief Executive Officer Gary Kelly records a podcast and audio message to keep employees of developments at Southwest (Harrison, 2013). Kelly subscribes to the idea strategy, evolution, vision, success, and failure starts at th... ... middle of paper ... ... and repeat customers. Conclusion People, culture, and communication area of emphasis at Southwest Airlines. Leadership at Southwest believes in being attentive and focusing on the relationship. Their relationships with their employees, customers, and third parties provide them with a distinct competitive advantage. They continually invest in what they find is their most valuable asset relationship. Employees come first because they represent the company’s image to the customer. The ability to fit into the culture of Southwest is one of the primary motivations for hiring individuals. All timely and transparent communications allow an internal and external customer to remain informed. Investment in people, process, communication, and culture are a few of the essential success factors at Southwest that allow them to be one of the top airline industry leaders.
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