WestJet work.edited

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1 WestJet case Student’s Name Institutional Affiliation Instructor Date

2 The Role of Culture in WestJet's Success Culture and climate play pivotal roles in shaping the dynamics and success of a firm, and they are integral to the company's competitive advantage. Culture is the underlying values, beliefs, and practices defining the organization's character. It shapes the organization's identity and serves as a compass for employees. This aspect is vital in firms in various ways. Culture influences how employees interact with each other (Meyer, 2014). A positive culture can drive employee performance and engagement when aligned with business goals. A well-defined culture can attract individuals who share its values, increasing the likelihood of hiring the right people. Moreover, it retains employees who identify with the culture, reducing turnover and recruitment costs. A unique culture distinguishes a firm from its competitors (Meyer, 2014). It can be a distinctive selling point, attracting customers who identify with the company's culture or values. This differentiation can be a crucial source of competitive advantage. Climate refers to the current mood or atmosphere within the organization, which can fluctuate over time. A supportive and positive environment increases employee satisfaction, motivation, and productivity. Employees tend to perform at their best when they feel appreciated and comfortable in their work environment (Adeinat & Abdulfatah, 2019). Also, when supported, the workforce is more willing to take risks and contribute their creativity. A climate of positivity and engagement among employees often translates into better customer service. Satisfied and engaged employees are likelier to provide excellent service and maintain strong customer relationships. A flexible and adaptive climate allows an organization to respond more effectively to changes in the market. Employees in a positive environment are better equipped to handle unexpected challenges and shifts in the business landscape. Culture and climate are central to WestJet's competitive advantage. The company's culture plays a significant role in shaping the organization's identity and influencing how employees and customers perceive the company. WestJet's culture emphasizes values like a caring attitude, positivity, and a commitment to employees and customers. This culture has contributed to the firm's success by fostering a work environment where employees are motivated, engaged, and empowered to provide exceptional customer service. Specific Culture or Climate Elements Several elements of WestJet's culture are significant. The focus on a caring attitude is a great aspect. WestJet places a strong emphasis on demonstrating care towards colleagues and passengers. This value is central to providing good customer service and maintaining a positive work environment. The company encourages a friendly and fun atmosphere where practical jokes, humor, and unique in-flight activities, such as singing contests, are common. These practices contribute to a light-hearted and enjoyable work culture. WestJet empowers employees to make decisions and resolve issues independently. This practice builds trust and reinforces the company's commitment to aligning employee interests with the company's success. The company uses unconventional labels for job titles and responsibilities to create a unique and engaging workplace culture. The above aspects are vital in establishing, reinforcing, and maintaining WestJet's culture by creating a sense of identity and shared values among employees.

3 Structure and Culture or Climate In the case of WestJet Airlines, culture and structure or climate play a pivotal role in the company's remarkable success. WestJet's unique and vibrant culture is deeply embedded in its organizational structure. Together, they have formed a synergistic relationship that has fueled the company's growth. WestJet's culture, as shaped by its founders, strongly emphasizes caring and a commitment to enriching the lives of employees and passengers. This caring attitude is not just a tagline; it's a core value that permeates every aspect of the organization. This culture is instrumental in attracting and retaining employees who resonate with these values. The founders believed that if they took care of their people, the employees would, in turn, take care of the guests, leading to increased profits. This cultural emphasis on caring and employee well-being is translated into the company's structure and design. It encourages employee empowerment, decision-making responsibility pushed down to the front line, and using a unique language that reinforces the company's values. For example, the absence of supervisors and the use of "Team Leaders" instead denote a culture of trust, coaching, and employee engagement. WestJetters are encouraged to make decisions that align with the company's values, creating a culture of accountability and ownership. The relationship between culture and structure also extends to how WestJet interacts with its passengers or "Guests." They prioritize customer service recovery and use humor and practical jokes, which reflect the culture of fun, friendliness, and care. These elements become part of the overall climate within the organization, where employees feel a strong sense of satisfaction and engagement, directly contributing to a positive work environment. Leadership and Culture/Climate The founders and leaders of WestJet played a central and instrumental role in shaping the firm's unique culture and creating a positive climate within the company. They were the driving force behind establishing a corporate culture that emphasized a caring attitude towards colleagues and passengers, which was essential for providing excellent customer service. The founders, especially Clive Beddoe, recognized the need to differentiate WestJet from other airlines and build a culture supporting the company's mission. They believed that by taking care of their employees, their employees would, in turn, take care of the guests, ultimately leading to financial success. This philosophy was encapsulated in a simple, one-line mission statement: "To enrich the lives of everyone in WestJet's world by providing safe, friendly, and affordable air travel." The founders' leadership extended to the hiring process, where they preferred bringing in individuals new to the airline industry. This approach allowed them to cultivate a fresh and distinctive culture rather than adhering to industry norms and practices. The founders recognized that it was better to start with a clean slate and build a civilization from the ground up. Leadership's role in shaping WestJet's culture was fundamental, and they understood that a strong, positive culture was necessary for the company's long-term success. The leaders led by example, consistently reinforcing the core values and culture throughout the organization. Their actions, such as recognizing and appreciating employees, showing empathy in challenging situations, and actively participating in culture-building activities, were pivotal in fostering employees' sense of belonging and accountability. Culture or Climate Challenges

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4 As WestJet grows, it faces challenges in maintaining its unique culture. The pressures on culture and climate include the risk of dilution as the company expands and hires new employees. Maintaining a caring attitude and a fun atmosphere can become more challenging as the organization grows. Some practices may become expendable to adapt to the organization's changing needs, but core values like care and customer-centricity should be preserved to continue the company's success. The Dark Side of Culture While WestJet's culture has been a key to its success, it has potential liabilities. Some employees may need to align with the culture, leading to cultural misfits. Focusing on fun and informality may lead to a lack of seriousness in certain situations. Additionally, maintaining a culture of care and positivity in the face of challenges or crises can be challenging. As the organization grows, sustaining the same level of engagement and positive attitudes among all employees may become more complex. These potential dark sides of culture should be monitored and managed to ensure they do not become liabilities.

5 References Adeinat, I. M., & Abdulfatah, F. H. (2019). Organizational culture and knowledge management processes: case study in a public university. VINE Journal of Information and Knowledge Management Systems , 49 (1), 35-53. Meyer, E. (2014). Navigating the cultural minefield . Harvard Business Review. https://hbr.org/2014/05/navigating-the-cultural-minefield

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