WestJet Case Study

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WestJet Case Study Although WestJet is a company which has been recognized for its strong corporate culture, there have been recent threats that the organization must overcome in order to maintain, strengthen, and rebuild its business ethics. Of the five main issues that they face, there are three that threaten the company’s core values directly; the accusations they face of corporate spying, turnover among top management, and their difficulty in finding employees which match their culture well. The remaining two which involve a partnership with Southwest Airlines and the rising cost of jet fuel both create indirect threats to WestJet’s culture. Established in the 1990s, WestJet Airlines was created to fulfill the vision of its founder; to provide affordable air travel and value to its customers (Mark, 2001). As effective as its low-cost carrier business strategy may be, much of the company’s successes are attributed to its strong corporate culture, unique to the Canadian airline market. Not only are customers treated as valued guests, but emphasis is placed on the value of its employees, who identify themselves as ‘WestJetters’ in recognition of their connection to the company (Mark, 2001). The founders of WestJet have strived to create an environment that is youthful, fun, and relaxed; one where creativity and innovation are encouraged, and are recognized and rewarded (Mark, 2001). The company’s forthright cultural belief that trust in the decision making power of employees gives them an edge over the competition is believed to stimulate the WestJetters’ motivation and passion to succeed. The company has created a bottom-up management style with an egalitarian spirit (Mark, 2001). WestJetters are empowered to make decisions based on their own judgement, and given the proper training to be comfortable and competent in decision-making roles. For example,
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