And its immense success can be attributed to its unusual model and people management style, which will be discussed in detail in this document (Doganis, 2002).
US Airways Airlines on the other hand is the fifth largest airline in the United States it merged with America West Airlines in 2005 but still retained its original name and culture. Even though it is a huge airline, its successes are nowhere near that of Southwest Airlines and in the following sections we will analyze the matter further (Doganis, 2002).
While its business strategy and ability to make quick and very flexible decisions are seen to be the strong points of Southwest Airlines, it is very important to note that the people management aspect of the organization has proven to be an equally big strength. To this end it is the ability of the organization to appropriately manage its extremely diverse workforce that has helped the organization to scale the heights of profitability and success that has eluded many other airlines and in this particular case US Airways Airlines as well.
At Southwest Airlines the organizations lays a huge emphasis on the employment of individuals from a variety of backgrounds such as ethnic minorities, individuals of color, individuals of different age groups and most importantly individuals with special needs. While it can be stated and that other airlines do the same, in the case of Southwest Airlines, such practices are not carried out of compulsion by the federal government or the need to take affirmative action but rather by its all inclusive management style that puts employees first as much as it puts customers first.
This as we know is the first and most important step in the enhancing employee engagement. When employees feel that they are valued for their contributions as well as for the distinctly differently experiences and backgrounds that they can bring to the table they feel more valued and as result they automatically go the extra mile to ensure the success of the organisation by satisfying and delighting the clientele of the organisation as much as possible (Parvis, 2003).
In the case of US Airways Airlines even though diversity is apparent to some extent, it has not been resorted to out of an increased value for the employees but rather due to the compulsions and the impositions of federal and state governments and affirmative action etc. Thus making its real intentions less clear, more ambiguous and leaving the employees less engaged and motivated to give their best to the organization.
Management and Leadership
Management and leadership are terms that are distinctly different from one another even though they are usually used interchangeably. However they are both very important to any organization that wishes to success and as in the case of Southwest Airlines the management and leadership of the organization has played a crucial role in the last three and half decades of its existence.
In effect the management and leadership styles that have been adopted by the organization in past have been flexible, people oriented and most of visionary in nature. This