The organization also has a very visible ;fun presence ‘ clearly seen In for example the colorful external paintings on the company’s aircraft and the behavior of staff throughout the company from the Managing Director (MD) through to operational staff including flight attendants. The MD, Henry Callahan, is oft quoted as saying that ;getting the right people in the right place at the right time is key to PAS success’.
For him you cannot develop what Is not inherent in individuals and so the company actively recruits those it considers o have the right attitude ; . The specific task training will then develop the already present personal qualities of staff. Within the industry PA, and Callahan in particular, has a reputation for ‘wacky behavior’ . Shareholders too have to agree that these tactics seem to be paying off. The company’ s turnover in the last decade to 2010 has almost doubled and customer satisfaction ratings are consistently at the top of the airline league tables.
In instilling a sense of fun the company has a strong corporate identity easily cognizable worldwide and the cut-throat business of the airline Industry seems to be a million miles away from the day to day ;family ; feeling among employees. PA stands out from the crowd in having low stationeries rates and high commitment from staff – labor relations are famously smooth and this sense of wellness seems translated Into relations with the company’s ;extended family’ – Its customers.
Yet it is not that the company shirks the usual structures of labor relations – the vast majority of staff belong to an industrial union and the company actively promotes membership and representation of staff at all levels. The unions are active members of the decision making forums within the company and this has allowed staff issues to be addressed at the highest organizational levels and early in any company negotiations. Unions are encouraged to bring their concerns openly to I OFF helped PA avoid any major personnel dispute.
All contract negotiation meetings are chaired by Callahan himself enhancing his role as a holistic leader, with genuine closeness to his staff and with his finger very definitely on the pulse of the organization. Callahan openly admits that he is a crafted outcome of his early experiences in the industry where he took seasonal work when at University. ‘I’ve done practically every Job in the company’ he says ‘from the bottom up – I know what long hours are and I have empathy for everyone in the organization and especially those who perform the less glamorous, inward facing roles.
These members of our company family are the real life blood of our success’. Callahan is still often seen in the hangar workshops and catering department for example, holding spanners for engineers and packing cup-cakes onto in-flight meal trays. His genuine closeness to his staff is a mutually rewarding strategy – he is highly regarded internally and externally as a visionary leader. He has watched the company ‘s reputation and profits grow and now presides over a well-loved superabundant.
The ‘Fun in Flight’ vision he has for the organization is a great game for all – with periodic staff MISS (Most Impact Staff Silliness) Awards for great customer relations. Callahan warns however that the company ‘s take on management and leadership cannot be easily transferred or translated to other like organizations – ‘you have to want it, breath it, feel it and believe it’ he says ‘this is not Just a big showcase We live our brand and that ‘s why we have great customer service.. Ah we have the structures and the usual stuff that goes with organization but it’s the people and the feelings that make us who we are Please consider the following: 1 . What are the key components of the relationship between leaders and followers in SAW? Customer relationship = training, development, Culture 0 strong leaders and followers Fun feeling. Day to day family feeling. Labor relation famously smooth. (translated into relations with company’s extended family.
MD – have empathy for everyone. As bold, reason of cusses, help worker in every respective. Relationship-based, friendly working environment 0 good customer relationship Fun presence, “family’ feeling among employees Focused on attitudes Customer-driven value / organization culture Labor relation with union Mad’s closeness to staff, bottom-up approach to visionary leadership. 2. Critically examine the ways in which Swag’s leadership have impacted on the organization ‘s improved performance. 1 .
Sense of fun 0 impact the customer relationship with customer. 2. Strong collegiate culture between leaders and followers. 3. “Right attitude” 0 for hiring for the right people (decrease turn-over rate) 4. Strong sense of community 0 shared value 5. Maintain co-operative labor relation, union represents on decision making forum, all contract negotiation meetings are chaired by Callaghan 6. Clansman’s participative leadership. 7. “Fun in Flight” MISS (Most Impact Staff Silliness Award) for great customer relations.
