bmgt364.9.15.2010

bmgt364.9.15.2010 - 2005 Robert H. Smith School of Business...

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Unformatted text preview: 2005 Robert H. Smith School of Business University of Maryland SOUTHWEST AIRLINES The essay question stated: Southwest Airlines was named to Business Weeks list of Customer Service Champs in 2007 and 2008. The Business Week list ranks the best providers of Customer Service, and digs into the techniques, and tools they use to deliver great service. How would a strategist and an anthropologist (person interested in culture) explain the successes of SWA. In particular, how would they explain the fact that other airlines such as US Air, Delta, United and others have had a difficult time duplicating their success? As part of your discussion, make sure you define the terms (culture and strategy) and apply the observable culture framework . 2005 Robert H. Smith School of Business University of Maryland Culture is defined as The values of SWA are to deliver... The heroes at SWA are . Some of the stories that reinforce the SWA culture include. Examples of symbols at SWA include. A few rites and rituals would include 2005 Robert H. Smith School of Business University of Maryland Organizational Culture How do Great Companies Achieve Extraordinary Results? 2005 Robert H. Smith School of Business University of Maryland Organizational Culture Defined Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members. 2005 Robert H. Smith School of Business University of Maryland Copyright 2007 Lean Associates, Inc. 859-552-5326 Three Levels of Culture What we see . What a newcomer, visitor or consultant would notice (e.g., dress, organization charts, physical layout, degree of formality, logos, mission statements) What they say . What we would be told is the reason why things are the way they are and should be. Company philosophy, norms and justifications What they may not even realize . Unconscious, taken-for-granted beliefs about the organization and its work/purpose, about people, rewards and punishments Artifacts & Behavior Norms & Values Underlying Assumptions What we see . What a newcomer, visitor or consultant would notice (e.g., dress, organization charts, physical layout, degree of formality, logos, mission statements) What they say . What we would be told is...
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bmgt364.9.15.2010 - 2005 Robert H. Smith School of Business...

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