WestJet’s competitive priority relates to cost, quality and delivery. Cost – WestJet has been able to reduce its operating costs through standardization. By purchasing only one type of plane WestJet is able lower both maintenance and training costs, resulting in higher profits. These savings and profits allows WestJet to provide lower cost airfares to its customers, thereby having a competitive advantage over its competitors. Quality – WestJet’s culture emphasizes a fun and friendly atmosphere for all travellers and empowers employees with bottom-up management.
I. Problem A. Macro One of the macro problems within the Wengart Aircraft organization is that their quality has been much lower than it needs to be, and many of their customers have complained about the lack of quality of the aircraft they are purchasing from Wengart’s (Brown, 2011). The poor quality of the products will cause some customers to take their business elsewhere which could cause a much bigger problem for Wengart. Another macro issue for Wengart Aircraft is that the poor quality of their aircraft is ruining the company’s reputation throughout the industry (Brown, 2011). With the government as one of their main customers threatening to fine the company for poor quality and some of their other customers voicing their concerns about the quality of their products is bringing negative feedback to Wengart Aircraft (Brown, 2011).
Though John had sympathy for the family pressures she was facing, but her unpleasant behavior was affecting the efficiency of the entire team and the organization. On the other hand, Andy another employee with CES and a team member for the waste management committee, made it worse by creating negativity in the mind of Vincent on the very first day of his office. Vincent resigned his earlier job because of the internal politics and did not want the same issues again. Vincent tough tried in altering Gwen’s job description but knew she won’t be satisfied with that too. John’s inability to anticipate issues and take up steps to resolve the conflict arising due to the Vincent’s presence is harming the output of the organization.
Alan’s opening thoughts on his job affect his approach to the performance reviews dramatically. His outlook on the entire situation is very negative and he feels uncomfortable performing these interviews. Even though Alan O’Connor tries to be honest with his employees on what they need to improve, he feels that the employees resent his effort in trying to help them. When in reality, the way Alan goes about communicating the employee’s necessary improvements is why Alan is receiving this impression from his employees. Alan O’Connor’s view on his job fosters a negative work environment because his outlook on his own job is negative itself.
It is consistently ranked as one of the top Fortune 500 brands. Southwest is renowned in the airline industry for its short turnaround time on arrivals and departures, and on-time flights. Many people recognize the reputation Southwest Airlines has in the airline industry and it appeals to many customers and potential fliers. The reputation and recognition of Southwest Airlines is enough to support the ad. The advertisement goes after the common sense of the reader because it is very simplistic.
It comes to a surprise that US Airways Group is capable of doing so well despite the low quality of service they seem to provide. US Airways Group has recently merged with a competitor within the airline industry, American Airlines, and the two companies are expected to do very well as a team. The airline industry is one of a kind, as it does not have very much competition within the industry. As US Airways Group has shown; the little amount of competition makes it easy to do well even with poor service. The airline continues to grow and keep companies like US Airways Group in business mainly due to the rapidly growth of the industry.
ATLANTIC STORE FURNITURE CASE ANALYSIS Organization Behavior 530 October 8, 2013 Words: 1684 The Atlantic Store Furniture case depicts a hostile work environment composed of woodworking and metalworking employees. The former entity is belittling the other by means of intimidation and harassment. The relationship between the two groups of the company Atlantic Store Furniture (ASF) has plummeted. The employee’s negative and non-constructive behaviors have escalated to a level uncontrollable by management. Previous efforts by management to find a solution to these issues were unsuccessful.
Virgin Atlantic Virgin Atlantic's Mission Statement is “To grow a profitable airline, that people love to fly and where people love to work.” There are many parts to Virgin Atlantic's Customer Service plan but the main parts are: Offering the lowest fare available, Notifying customers of known delays, cancellations and diversions Delivering baggage on time Allowing reservations to be held at the quoted fare without payment or cancelled without penalty for at least 24 hours after the reservation has been made Provide prompt refunds where due Assisting and enabling customers with Special needs Meeting customers essential needs during lengthy tarmac delays Handling flight oversales Disclosing cancellation policies and other information Notifying customers in a timely manner of changes to travel itineraries Ensuring responsiveness to customer complaints Identifying the services provided to mitigate passenger inconvenience resulting from flight cancellations and mis-connections. On their website they state, “Customer service and commitment to our passengers has been the driving force behind our brand. We strive to get it right, first time, every time. Occasionally things do not go as planned. We believe that you have the right to know what level of service you can expect from us all the time, even in those rare moments when we fall short of the very high standards we have set ourselves.” This shows that they are a very customer care orientated company.
2. Set Unclear Expectations – “High rate of absenteeism and voluntary turnover was at an all time high and existed across all departments. In addition, promotion and/or salary increase was not systematic or standardized.” Employees at Cedar Tech don’t have clear cut rules or guidelines that help them determine how to properly succeed in the organization, thus getting frustrated and creating unmotivated workers who do not believe in Cedar Tech or its goals. 3. Possess poor people skills - “Department managers acknowledged that they were busy reacting to problems and customer issues, allowing them little time to coordinate and listen to their employees.” By not giving their employees adequate time to express their opinions and concerns they are fostering a negative environment and creating
Jaime Dimon and Bank One A Bank One had suffered from very serious problems. These problems included “a number of mergers had not been fully integrated, and political infighting was rampant throughout the company”, “overhead spending was not under control” – meaning the efficiency ratio was low, the moral among employees was low and there were a division between all of them due to past mergers failed to integrate, weak loan quality, First USA – Bank One’s credit card unit – had lost millions of customers due to increasingly dissatisfaction with poor customer service and relatively high interest rates’ and finally, the IT and accounting systems needs huge short-term investments to make improvements, in order to upgrade service levels, manage customer profitability, and improve management accountability. The cultural gap division between the legacy Banc One and the legacy First Chicago NBD employees, the most lethal problem to Bank One, had hindered its chance to make changes in the past to adapt to the new market situations, since the board and the commercial banking divisions did not work as a whole to obtain common goals, hence losing market shares to the competitors. The second big problem was poor documentation across all retail lines, made it difficult to get an accurate picture of the risk profile of the consumer loan portfolio, hence led to handling out bad loans and credits as a result, and made loss of millions of dollars. First USA was the second-largest credit card issuer, yet it had so many flaws, such as low customer satisfaction, payment-processing problems, a shortening of late-fee grace period for some customers, and a very competitive low-interest/zero percent solicitation.