Flight Centre Analysis

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empowering staff which gives the staff are greater responsibility within the organisation and also involves the staff in decision making.

FC agenda of sharing performance and developing a culture where employees are allowed to make decisions allows the company to be extremely fluid and display a democratic or laissez faire management approach. By implementing a family like structure, the employees are able to make better informed decisions and also share togetherness which allows for better quality work and communication amongst all levels of the business. The business has rituals and ceremonies which are utilised to identify the culture in FC. By naming the groups as family, village and tribes, and by giving them unique nicknames employees are encouraged as they are creating a distinct identity for themselves within the organisation which allows them to be apart of the family “FC” and their respective team. Each year a annual recognition award for the best village is given. This is extremely beneficial as each village group will do their very best to display their talents by working cohesively and efficiently as a group, thus using a clan size concept fosters a healthy rivalry between the employees rather than allowing the culture to evolve into a unmanageable and unplanned manner which can be extremely detrimental for a business.

As per the findings of Aon Hewitt it was found that FC is able to motivate as well as engage two-thirds of its  work force which is the predominant reason why they are able to produce better results and display high levels of efficiency and effectiveness. By constantly motivating employees this allows for the business to achieve better quality, a sense of camaraderie as everyone within a team wants to achieve certain organisational goals leading to better communication and networking skills. Thus as there is a strong learning and development culture which has prevailed in FC, the company has been able to produce a combination of highly educated workers and the organisations by enhancing and promoting multis killing which is done through general training. It has been exemplified that FC illustrate a strong culture as they provide training, extensive information sharing, a team environment and by utilising a clan type approach.

3.1 Link between Structure and Culture: The companies culture directly influences the structure as highlighted by the unique structure of FC. This is highlighted through the primitive groups they possess e.g. villages and tribes which allow the company to foster a culture where employees are separated into these groups in order to achieve the best results by working as a unit under FCs transparent structure. By FC utilising the clan concept of teamwork, they are able to illustrate high levels of commitment towards each other as employees and also display how they are able to complete task as effective as possible by having high levels of solidarity. They also are able to achieve results as the structure creates a competitiveness between the groups which allows for greater quality of work. As conversed, FC have implemented a anthropological structure which has allowed them to foster a family type of environment which has allowed them to endorse a egalitarian culture where everyone is seen as equals and employees are empowered.

4.1 Conclusion: As discussed, FC have been extremely successful in displaying a business that fosters a prosperous company by simultaneously implementing a culture where employees are divided into small groups which have enabled them to gain a competitve advantage as they have a anthropological system which enables them to work as a team, heighten employee responsibility, create better communication channels and allow for a effective and efficient task completion by promoting a culture where it is okay to compete with one another.