The Value-Adding Manager
1. Complexity of customer, employee and management relationships demands new leadership paradigm.In “At What the Price Value” Tim Mapes of Song Airways marks that the main key value drivers for airline indstry include the following: focus on the actual customer experience within the airline rather than traditional marketing communications used in the previous years; positively differentiated experience in relation to present and potential customers (easy access to low fares for tickets; snacks during flights); focus on services for customers offered at lower costs, and providing customers’ self-expression; focus on female passengers as those who care the most about the quality of service; implementation of strong coordination of employee’s performance by senior-level management; providing full cost accounting at all levels to ensure the profitability.
Southwest Airlines has used discounted price as added value. They promise customers, “we’ll always give you a really great price- you’ll be surprised how great. ” (8) The major force driving changes in 5 years will be the discount pricing for customers as the result of the improved leadership paradigm between managers and employees of all levels.
2. Shortage of skilled and entry level employees. According to Michael P.Zepf in his article “Industry Aircraft
In “Quantifying Employee Contribution Contents” William F. Mahoney marks that “Southwest Airlines’ distinctive people management and service processes achieved productivity of $76,000 per employee, compared to American Airlines’ $62,000 and United Airlines’ $69,000 in 2000” (10). Ratio of employee costs/capital costs for typical company in airline industry is 1,8. According to FORTUNE, 2000, Southwest students consider Southwest airlines a good employer. “The academic research firm, Universum, placed Southwest in “The 50 Most Desirable MBA Employers” list for the fourth consecutive year” (8).
The need in skilled and entry-level workers will be the force driving forces in the industry in 5 years. 3. Training and education are out of step with industry need. According to Kerb Kelleher in “A Culture of Committement”, it’s very important for airline managers to monitor the following forces: the level of scientific research on the main developments in aircraft industry; the quality of skills of the employees working for the company; the quality of training programs teaching managers of all levels about finance, marketing, strategy; ensuring informality and free thinking in the company; promoting challenge; making investments in employees through their promotion.
The major force driving change in the next 5 years is going to be the need of airline industry in highly-skilled employees and aircrafts of the highest quality. 4. New laws regarding employee security issues. The executive summary on Aviation Security (www. piperrrudnic. com) marks that the following forces have to be considered by the Southwest managers: the application of the new security legislation to the employees’ coordination; monitoring of additional costs raising from the new security issues; monitoring increased emphasis on the security of airplane passengers and cargo. During the next 5 years, the activities of the airlines companies will be influenced by security issues rising for Sep 11th tragedy. 5. Workplace violence. According to Barbara M.
Ross and Lauren G. Krasnow in their article “Cameraphones: Innocuous Gadgets Or Workplace Threats”, the following key value issues have to be considered by Southwest managers: prohibiting taking videos or pictures in the workplace; ensuring employees get a permission to take pictures or make videos in the workplace; providing maximum confidentiality about customers of the airline; ensuring measures taken against terrorist attacks in workplace. The major force causing change in the next years is the terrorist issue which will influence the airline industry in many ways. 6. Employee health and wellbeing relative to customer contact individuals.
According to Kerb Kelleher in “A Culture of Commettement”, the management of airline industry has to devote maximum attention to analyzing customers’ needs on the same level as they analyze employees’ needs, providing additional benefits both for employees based on their performance and for customers who are using the airline frequently and fly first class; preventing strikes of employees by making sure they get satisfaction from their work, and preventing customers from stopping to use the airline by maximum satisfaction of their needs. Southwest got the fewest complaints from customers during the last 13 according to Department of Transportation’s Air Travel Consumer Report.
Southwest is only 80% unionized. The problem of equally high satisfaction of employees and customers will be the driving force bringing changes during the next 5 years. 7. Compensation and job growth. According to the work of Janet Kraus “Loyal Employees Lead to Loyal Customers… Which Lead Back to Loyal Employees” the major key value-adding forces are instilling loyalty among employees; building healthy relations among the employees working in teams; providing recognition for the best employees; providing opportunities for promotion in the company. For example, according to profit-sharing plan, employees of Southwest airline own 10% of company’s stock.
The employees’ thirst for occupying better positions and ownership in the company is going to be the driving force in the airline industry in the future years. 8. Integrity and values. According to the official website of Southwest airlines (www. southwest. com), the main values on building which in the team the managers of the airline have to concentrate include desire to work; responsibility; thirst for success; superiority of company’s interests over personal interests; desire to face challenge; desire to satisfy customers’ needs. About 2000 people working for Southwest airlines have spouses working for the same company, which creates warm atmosphere.
Southwest airlines were nominated “The Most Pleasant” airline in 2003 with 27% of votes but it’s afterwards it lost its positions. According to Kerb Kelleher in “A Culture of Committement”, “…when our competitors began demanding tens of millions of dollars a year for us to use their travel agents’ reservations systems, I said, forget it; we’ll develop an electronic, ticketless system so travel agents won’t have to hand-write Southwest tickets — and we won’t be held hostage to our competitors’ distribution systems. ” Therefore, the major force driving change in the following years is going to be orientation of customers’ needs and taking maximum responsibility.