An examination of the success of Southwest Airlines according to Kenneth and Jacqueline Friedbergs' 1997 book, "Nuts."
Written in 2009; 1,039 words; 5 sources; APA; $ 36.95
Paper Summary:
This paper examines the successes of Southwest Airlines and their growth in the airline industry. The paper bases its discussion on Kenneth and Jacqueline Friedbergs' 1997 book, "Nuts" and looks at their descriptions of how the company accomplished this feat by 'breaking all of the rules' regarding how to manage people. The paper then discusses the problems the company faced and the decisions it made that ultimately led to its success.
Table of Contents:
Nature of Case
Facts and Assumptions
Problem Statement
Alternatives
Decision
Follow Up
Case Report
From the Paper:
"Southwest could have adopted some of the popular managerial philosophies of the day instead of crafting its own company ethos. But it decided to treat its employees with as much care as some companies treat their customers, and made the idea of 'free nuts' on cheap flights (both in terms of its employees as well as its snacks) part of the company image. Value and democracy rather then exclusivity was what was important to Southwest. Company CEO Herb Kelleher even engaged in a publicity-building arm-wrestling match for the right to use the slogan: "just plane smart," the proceeds of which went to charity. The company's core belief is "to follow the Golden Rule--to treat people the way that you want to be treated, and pretty much everything will fall into place" ("Southwest Airlines' Colleen Barrett flies high on fuel hedging and 'servant leadership,'" 2008, Knowledge@Wharton). This means that if a company shows respect and loyalty to its employees, provides them with fair wages and benefits, and treats their input as valuable, employees will return the favor of consideration."
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