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Hrm southwest airlines case study assignments v4

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leilajannati

SoughtWest Airline, New aspect in HRM

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Case Southwest Airline By: Paya EBRAHIMI Andre SHAHBAZIAN Leila JANNATI Mohammad Ali ABBASI
Our History and Culture in Pictures
What doesn’t kill you makes you stronger ,[object Object],[object Object],[object Object],[object Object]
Business Strategy that competes with surface transportation not other airlines ,[object Object],[object Object],[object Object]
Cultural characteristics of SWA creates safe happy and fun place to work ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Practices in HRM, Communication and Leadership Flixibility/unsable internal Started as SME friendly informal FAMILY any size company fast company Adhoc (not in what they do but in how they do it!) reward based on performance external Bureacracy (was THROWN away) Formal (Absolutly not) Regulations (they promote staff to break them) Procedures (you can make it better, do it) Hierarchy (Pilot helps with cleaning) Market corporate ( C ustomers) Not reward based on experience – helps anyone in need! reward based on performance People dignity is important to them stability
Strengths of Southwest Airlines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Limitation of Southwest Airlines ,[object Object],[object Object],[object Object],[object Object],[object Object]
Lessons Learned ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
LUV Shares in History

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Hrm southwest airlines case study assignments v4

  • 1. Case Southwest Airline By: Paya EBRAHIMI Andre SHAHBAZIAN Leila JANNATI Mohammad Ali ABBASI
  • 2. Our History and Culture in Pictures
  • 3.
  • 4.
  • 5.
  • 6. Key Practices in HRM, Communication and Leadership Flixibility/unsable internal Started as SME friendly informal FAMILY any size company fast company Adhoc (not in what they do but in how they do it!) reward based on performance external Bureacracy (was THROWN away) Formal (Absolutly not) Regulations (they promote staff to break them) Procedures (you can make it better, do it) Hierarchy (Pilot helps with cleaning) Market corporate ( C ustomers) Not reward based on experience – helps anyone in need! reward based on performance People dignity is important to them stability
  • 7.
  • 8.
  • 9.
  • 10. LUV Shares in History