Virgin Atlantic: Executive (Management) Briefing - Essay Example

Ultimately, the results will demonstrate that the program clearly and objectively will increase shareholder value through increased efficiency and employee engagement. While there exists considerable variety within internal networking programs, it is clear that there are a number of overarching elements that are thematic throughout all such successful efforts. One of the primary theoretical considerations is the structural nature of the mentoring relationship ("Internal mentoring programs ," 2008).

To a large extent mentoring relationships have already emerged throughout Virgin Atlantic in informal contexts. The problem with relying to extensively on informal mentoring relationships is a number of workplace inefficiencies: certain employees may be less apt to develop mentor relationships, employees may not be in close proximity to potential mentors, and all forms of standardization are lost ("Internal mentoring programs ," 2008). As such it is apparent that Virgin Atlantic need move from this informal mentoring process to a formal process of internal instruction.

The recognition that there must be a formal mentoring system enacted at Virgin Atlantic necessitates the consideration of the potential value of such a program. The tenants of scientific management theory, dating back to the early 20th century, considers that management oversight of lower-tier workers can improve workplace efficiency leading to improved net profit (Kanigel 1997). Still, one of the challenges of implementing higher degrees of workplace administrative controls is employee alienation that can potentially cause reduced employee involvement and diminished efficiency (Kanigel 1997).

The challenge has then become tempering increased modes of scientific management with corporate concerns for an employee’s humanity (Kanigel 1997). Although Virgin Atlantic has worked to establish organizational culture through a variety of outlets, including employee getaways, break lounges, and miscellaneous events it is clear that an internal mentor program could further improve this organizational culture. From one perspective, then, the implementation of an internal mentoring program would allow Virgin Atlantic to further enhance scientific management efficiency processes while ensuring that employees maintain a meaningful personal connection with the organization.

As established earlier there are a large amount of internal mentoring programs. Currently over 70 Fortune 500 companies implement some form of mentoring program (Archibald 1999). With the progressively increasing complex nature of the modern workforce and the need for dynamic workplace systems, the future will only experience increased needs for internal mentoring programs (Archibald 1999). Within the context of Virgin Atlantic this briefing argues that there is a best method of structural organization.

This specific program will function for the following purposes: sponsorship, advocacy, on-going training, as well as corporate feedback. The program will bring in an outside body that will conduct comprehensive interviews to ensure that employees are matched with the best possible mentor. These interviews will occur even among