An author of the essay "The Person-Organization: Sir Richard Branson’s Particular Style of Success" outlines that the case focuses on leadership in a creative, entrepreneurial organization. Virgin has made many brilliant moves and weathered spectacular setbacks. …
Virgin has made many brilliant moves and weathered spectacular setbacks. The case offers insight into these and other management issues that have come to the fore in Virgins history. Among them are: (1) recognition of opportunities for new entrepreneurial ventures (2) the rewards of timely entry and exit from any business venture; (3) tie-ups and management of strategic alliances; (4) the development of a corporate culture centered around youth and informality; (5) a common, unified approach for all Virgin subsidiaries/group holdings; (6) the management of creativity and identifying and encouraging “in-house” entrepreneurs ; and (7) diversification and entry into unrelated fields. Branson’s strategy for Virgin group was to identify new opportunities where the group would be the first entrant in that field. The brand name Virgin has been associated with innovation, quality, fun, daring, and success. In line with these principles, Richard Branson opened the first record shop in 1971 and launched the Virgin record company in 1973.In 1984, he launched Virgin Airlines, amid stiff competition from the state-run airlines. Within a few years, Virgin Atlantic Airlines was very popular and giving stiff competition to the state-owned airlines. By 1997, the group was a force to reckon with in airline, travel and retailing operations. In each case, Richard Branson made use of the changes in government policies, new technology, and new business opportunities. He launched The Virgin Record Company launched shortly after the UK government had abolished retail price maintenance, a practice that had limited competition and kept prices high. Branson identified the opportunity and began a mail-order business offering popular records at a discount of around 15% compared to the price charged in the shops. ...
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Section 1 Introduction The manager and owner of the Virgin Group of companies, Sir Richard Branson belongs to the group of the most successful entrepreneurs in the business world. According to Carmichael (2006), the entrepreneur (Branson) is the owner of one of the most recognisable brands globally that is valued at an estimated fortune of $3.2 billion.
She also provides leadership counseling to FIRST, National Academy Foundation etc. She is asked by President Obama to lead White house national Program STEM and appointed as vice chairmen of President Export council. She is among board of director at Xerox and American Express Corporation.
Leadership is comprehended as an art of motivating and guiding a group of people so that the goals of the organization can be achieved (University of Technology Sydney, 2011). One of the vital leadership skills is to make use of the appropriate leadership style for each unique context.
To compile all these attributes of different leaders into specific classes is really a daunting task for the researchers. Here, in this paper, we will discuss the life and works of legendary businessman Sir Richard Branson and try to classify him as a particular type of leader.
Branson, the Chairman of Virgin Group Limited employs unique management and leadership styles in order to achieve successful organizational goals. This has enabled him to turn the company into a multibillion-dollar multinational company and one of the most recognizable brands across the globe.
From the idea formation and implementation, business nurturing and early management, to a venture in music labels that went international. Branson appears to be flexible through evolution of his businesses, from humble beginnings to international level, branding enterprise products for the wider market acceptance.
From his early life, Branson has been exhibiting strong leadership traits. Having under-performed in his formal education, Branson jumped into business at a young age of 16, when he launched a student newspaper called simple Student. From those humble beginnings, Virgin has developed into a major conglomerate with over 400 businesses or companies operating in number of business sectors.
of departure, it must be questioned, as the architectural solution lies in the complex and often contradictory interpretation of the needs of the individual, the institution, the place and history. (Richard Rogers cited in Campbell & Rogers, 1985: 19).
In the above quote,
This has enabled him to turn the company into a multibillion-dollar multinational company and one of the most recognizable brands across the globe. The company has ventured into varied business, and it has more than two hundred conglomerates that operate