The paper 'Organisational Leadership and Performance - Qantas" is a good example of a management case study. Organizational culture is defined by Willson (2006) as the behaviours and values that lead to the unique psychological and social setting of an organization. Basically, organizational culture entails the anticipations, values, philosophy, and experiences of an organization that tie it together, and as mentioned by Smith (2003) it is articulated in its inner workings, self-image, as well as future hopes. Furthermore, culture is rooted in shared customs, beliefs, attitudes, in addition to rules (either written or unwritten), which have been created and are well-thought-out to be suitable.
Successful organizations always stick within their cultural values even if such values hold back the organization from becoming accustomed to a business setting that is already changing. Such cultures as written by Smith (2003) are repeatedly autocratic, bureaucratic, and inward-looking. Leaders can lose track of the organizational desires, and they can as well be unsuccessful to support the efforts of change driven by other managers; thus, frustrating efforts of change (Yazici, 2009). On the other hand, leaders who support change endeavours could be unsuccessful to communicate and develop a convincing desire for the change.
The paper critically discusses how culture is expressed in Qantas and how this expression helps or hinders the organization’ s effectiveness. Qantas Overview The paper will concentrate mainly on Australian-based airliner known as Qantas. The airliner was founded back in 1920 in Queensland, and since then Qantas has fully-grown to become Australia's biggest local as well as an international airline. Originally, Qantas was registered as the Queensland and Northern Territory Aerial Services Limited (QANTAS) (Qantas, 2013).
These days, Qantas is broadly considered the world's top airline for long-distance as well as Australia’ s strongest brands. Qantas has developed a reputation for customer service, operational reliability, distinction in safety, and maintenance as well as engineering. The main business of the Qantas Group is offering transport services to its customers through two airline brands: Jetstar and Qantas. Additionally, Qantas as well as run subsidiary businesses, which include Q Catering and also owns shares in other airlines. Currently, Qantas airline brands operate international, domestic, and regional services. Importantly, Qantas has employed more than 33,000 workers with 93% of them living in Australia (Qantas, 2013). Qantas Culture Having to change from a government-run organization to a corporate organization that is strategic and high-performing, Qantas needed hard-line structural changes.
In 1993, under James Strong leadership, Qantas wanted to build a productive partnership between management and workers with a general comprehension to improve the profitability of Qantas, and so the company espoused profit-driven business strategies by cutting down expenses and developing a focus on customer service. This has been an ongoing process with a number of fronts still continuing until now.
According to Dunphy, Griffiths, and Benn (2003), under the strategy of Broad Differentiation, the new-fangled organization culture become more oriented towards customers and emphasized customer services as its essential elements of policy goals in Qantas. The policy was understandable and impressively backed by the company’ s leadership given that Geoff Dixon the then CEO was the one leading the way. This vision was successfully communicated to the employees by means of internal marketing to strengthen the significance of rewarding clients with a better travel experience.
What’ s more, HR-based interventions were utilized to institutionalize the novel organizational model as well as to improve performance (Thomas, 2013). In this regard, the fundamental initiatives entailed the work teams’ development, the introduction of far-reaching training programs, and involving workers through a share ownership plan. Importantly, the change process pursed by Qantas follows Kotter’ s model.
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