Virgin Atlantic Case Study

Introduction

Organizational culture refers to a pattern of basic assumptions about a particular group, association, or organization that are so well integrated to help the group deal with issues concerning both its internal and external environment.They are upheld by all existing members of the group and passed on to new ones. (Schein, 1992, p. 111)

Responses

The organizational environment comprises of the internal environment (representing factors within anorganization) and the external environment (comprising of factors outside the organization). The organizational environment is always changing and highly uncertain and these factors impact on the organization’s operations and performance. Therefore,managers must be conscience of the ever-changing

Virgin Atlantic has grown to become one of the largest airlines in Britain.(Martindale, 2007)His strong work ethic has seen the Virgin group grow rapidly since the terrorism scare in 2002. In line with this growth was the firm’s deviation from the norm by filling vacancies internally. This reward mechanism was highly motivational and saw capacity building amongst its employees build strongly in line with the firm’s overall growth and profit strategies.From such a young, inexperienced team, the management has grown from strength to strength and building a strong organizational culture based on performance setting, strong ethics, and dedication to close relations between various aspects of its

At the core are organizational values. Such values encompass attitudes, behaviors, beliefs and morals that the organization promotes in line with its corporate image.

2. Leadership effectiveness:Good governance and administration within the organization in terms of enhanced communication, and adherence to the very values that they stipulate for their employees. Leadership styles and personnel within the organization play the role of pacesetters for the rest of the organization.

3. Balance of stakeholders’ interests. Organization has several stakeholders with interests that may conflict with each other i.e.,customers, suppliers, financiers, owners, and workers. All these groups have needs and demands some of which may be directly in conflict to each other. An ethical culture recognizes the existence of such tensions and attempts to maintain a balance by satisfying most if not all of these demands.

4. Process integrity: The ethical culture requires that the values held so dearly by the firm must be reflected within the organizational processes themselves. These processes are key in building both the public’s trust into the firm and that ofmembers within the