Organizational Culture And Structure of Flight Centre †Free Samples

Question: Discuss about the Organizational Culture And Structure of Flight Centre. Answer: Flight Centre is a well-known travel agent in Australia offering the cheapest flight available to places domestically as well as international. It also provide other offers such as holiday packages to families and couples, hotel booking facility, travel insurance and many more. This has helped the company to gain a lot of name and fight competition in this competitive industry. However, the growth of the company also depends on a great way on the culture and structure it maintains in its organization. Thus, the company needs to maintain a certain type of structure and culture in its organization that can help them gain growth continuously. This paper discusses the role of organizational culture and structure and its presence in Flight Centre. Further, it analyses the relationship between organizational culture and structure by stating that whether it is intertwined or not. Organizational structure is a set of principles and rules that an organization chooses or formulates in order to carry out various activities in the organization. According to this structure, the works and responsibilities are distributed among various employees (Foss, Woll and Moilanen, 2013). This helps the organization to control the activities and coordinate in case of any issues. The structure in a company also enables the easy flow of information among various level within and outside the organization. Organizational structure is also pointed out as a hierarchical arrangement in the level of authorities, which the lower level of workers need to maintain. This hierarchical structure allows the organization to avoid unnecessary confusions and complexities in the organization (Zingg et. al 2015). Organizational culture is yet another important aspect of a company, which is crucial to its prosperity (Babnik et. al 2014). It is the system of values and beliefs followed in the organi zation that have a strong effect on the employees and every member of the organization. It is considered as an ecosystem or a flower garden where something worthy can grow if the equality of the soil and plant is good. Similarly, an organization will grow if there are good values embedded in the employees and managers (Carlos Pinho, Paula Rodrigues and Dibb 2014). Flight centre also maintain a unique organizational structure and culture in its workplace. This has helped in continuous growth of the company (Danisewicz, Reinhardt and Sowerbutts 2015). The business model maintained by the company is very different from others. Firstly, it believes in giving equal opportunity to each employee in the profit and other incentives of the company. However, incentives in the company are base on individual KPIs. The company also maintained a universal standard system for carrying out her work. The structure of the company is simple, transparent, and easily accessible by the employees. It also has village and tribes as integral a part of the structure (Flightcentre.ca 2017). However, the company also maintains a good and healthy culture in its organization. The culture they follow helps the employees to be happy at work. The company aims to offer a healthy and wealthy work environment to the people. It also offers dedicated learning, varied services, fina ncial support, balanced work time and many more to its employees. The company has also formulated some of its culture to make their customers happy while trawling. They understand the emotions of the travelers and thus offer the best in-house travel service for booking best flights for them. The company aims at three most important work cultures in its organization such as health life balance, personal finance and rewards for good work. The company has a health company called HealthWise Global to help guide the employees through good health programs. The financial team of the company is ready to offer good financial guide to the members and formulate a good financial plan. Lastly, it has rewards and recognition team to celebr8 the success of each employees. It also offers travel discounts t its employees with their families. Such workplace culture has helped the company to grow at a faster rate over the years of its existence (Flight Centre 2017). There is always a positive relationship between the organizational structure and culture. Both are intertwined in a way that failure to maintain any one thing wills result in a downfall of another. They are like a forest and tree where one is nothing without another. Organizational culture is considered as a wide concept in an organization (Schwartz 2013). However, it is seen that maintaining a culture cannot be possible without a well-planned organizational structure. For example, the financial help that Flight Centre provides to its people is not possible without a well-structured financial system in the company. A structured environment is the one where communication can flow easily from one level to another in the company. A failure to maintain that will obstruct the flow of communication and thus misbalances the culture that the company wants to maintain (Goetsch and Davis 2014). Thus, it is seen that the culture in the company can only spread is wing after getting a good suppor t beam from structure. However, sometime it can also happen that the company formulates its culture that it wants in its workplace and then think about the structure to carry out the planned culture. Planning the culture of the organization first is better because sometime these cultures are also influenced by the external factors. For example, government policies and laws influence organizational laws. Thus designing the culture prior to the structure can be a good move for the organization. However, from the above discussion it is seen that in any way organizational culture and structure is interdependent on each other (Carlos Pinho, Paula Rodrigues and Dibb 2014). From the above analysis it can be deduced that culture and structure of an organization is interrelated and influenced by each other, the culture designed by a company cannot be successful if it is not carried out in a structured manner. Structure on the other hand cannot be successful if it is not followed by a good culture. This is because lack of culture means lack of values among the employees, which will automatically ruin the structure of the organization. References Babnik, K., Breznik, K., Dermol, V. and Trunk irca, N., 2014. The mission statement: organisational culture perspective.IndustrialManagement Data Systems,114(4), pp.612-627. Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S., 2014. The role of corporate culture, market orientation and organisational commitment in organisational performance: the case of non-profit organisations.Journal of Management Development,33(4), pp.374-398. Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S., 2014. The role of corporate culture, market orientation and organisational commitment in organisational performance: the case of non-profit organisations.Journal ofManagement Development,33(4), pp.374-398. Danisewicz, P., Reinhardt, D. and Sowerbutts, R., 2015. On a tight leash: does bank organisational structure matter for macroprudential spillovers?. Flight Centre. 2017.Values and philosophies. [online] Available at: https://www.flightcentre.com.au/careers/values-and-philosophies [Accessed 22 Aug. 2017]. Flightcentre.ca. 2017.Our Culture | Flight Centre Canada Careers. [online] Available at: https://www.flightcentre.ca/careers/culture [Accessed 22 Aug. 2017]. Foss, L., Woll, K. and Moilanen, M., 2013. Creativity and implementations of new ideas: do organisational structure, work environment and gender matter?.International Journal of Gender and Entrepreneurship,5(3), pp.298-322. Goetsch, D.L. and Davis, S.B., 2014.Qualitymanagement for organizational excellence. Upper Saddle River, NJ: pearson. Schwartz, M.S., 2013. Developing and sustaining an ethical corporate culture: The core elements.Business Horizons,56(1), pp.39-50. Zingg, W., Holmes, A., Dettenkofer, M., Goetting, T., Secci, F., Clack, L., Allegranzi, B., Magiorakos, A.P. and Pittet, D., 2015. Hospital organisation, management, and structure for prevention of health-care-associated infection: a systematic review and expert consensus.The Lancet Infectious Diseases,15(2), pp.212-224.