Globe Trot Airlines Organizational AssessmentOrganizational BehaviourIntroductionGlobe Trot Airlines is an organization whose inner structure remains untouched since the mid 1990s. An organization managed from the very beginning by Steve Logan himself and his closest managers. They drew their competitive strength from cheap and hassle free flights and operating at the lowest cost possible. The airline only offers 6 months renewable contract for its employees and spend very little amount of time and money for orientation and on-the-job training. Consequently, when the competition became intense, the airline suffers numerous setbacks and Logan finally realized that he can no longer compete on price alone and must reassess his business strategy immediately.
This paper will analyse the current situation at Globe Trot Airline and discuss various theories on organizational culture and behaviour, and the significance of cultural awareness in an organization. Review and AnalysisOrganization behaviour has a contentious relationship with management practice as some critic says that it’s excessively ‘managerialist’ since it is only focused on managerial performance and failing to deal with the political dimensions of organizations. For instance, power and inequalities in organizations are often ignored.
Power is unequally distributed and management symbolize an elite group that has access to information and resources that are not obtainable to employees. Managers are often trend victims in their search for methods and techniques with which to manage. The more ‘managerialist’ approaches tend to view this management trend uncritically and push managers to consider ‘quick fixes’ to long-term and complex problems (Lashley and Lee-Ross 2003:4). Organizations are more than just social activities with collective goals since they are entities that are concerned with performance, choices about best use of resources, monitoring, and control of individual performance to achieve goals.
Organizations often involve specialization of tasks and the division of labour and admission to it is normally controlled (Lashley and Lee-Ross 2003:5). Steve Logan’s ‘no frills’ Globe Trot Airlines is an organization whose internal structure remains unchanged since the mid 1990s. An organization managed from the very beginning by Logan himself and his closest managers. The airline’s business strategy seems investing on the competitive advantage of operating at the lowest cost alone thus majority of its flights avoids airports with high landing fees and expensive hub operations.
Moreover, due to its low cost operations, it has adopted an exclusive approach to customer service, which is far more radical than those offered by traditional airlines are. For instance, thinking that most customers just want to fly cheap, quickly, and hassle free, Globe Trot Airlines removed the traditional check-ins and seat allocations that we are all familiar with and introduces a swipe-card ticketing system at the gate. Logan also introduced dispensing of non-essential provision of airline food to avoid lengthy turnaround time at airports, created a ‘flexible’ work force scheme so that more resources would be available on peak season, and laid them off once it is over.
Consequently, the airline only offers 6 months renewable contract for its employees and spend very little amount of time and money for orientation and on-the-job training.