Management Control System Case UPDEPO By Bert Enriquez JR Background Southwest: of June 18‚ 1971: Headquartered at Love Field in Dallas‚ it began flying with three Boeing 737 serving following Texas cities: Dallas‚ Houston‚ and San Antonio 2002: Recognized by Fortune magazine as the most admired Airline Company and listed in “100 Best Corporate Citizen” by Business Ethics 2004: Total operating revenue of $6.5 billion and 31‚000 employees. Evaluation Problem: 1. What is Southwest’s Strategy
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The movie that I chose to watch and analyze was Miracle. Miracle is based on the story of the 1980 U.S. Olympic hockey team. The movie was released in 2004 to celebrate the team’s miracle and portrays the drama of life perfectly. It is about Coach Herb Brooks‚ his U.S. hockey team‚ and their journey to the Olympics in 1980. Coach Brooks wanted to do things a little differently than they had done in the past. He didn’t want a team of all-stars to play for him in the Olympics. He wanted a team that
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CASE STUDY Pixar: Animated Geniuses 1.) Problem: Pixar maintaining its position in the movie animation industry despite the forging alliance of major production companies. 2.) Facts of the Case: a.) Wild Brain inked a five-picture deal with Dimension Films‚ a unit of Miramax (owned by‚ of all companies‚ Disney). b.) Perhaps Pixar’s closest competitor is Dreamworks‚ headed by former Disney impresario Jeffrey Katzenberg and backed by media luminaries Steven
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Answer (1): Southwest had much lower cost than its competitors and was able to crush the competition with its low price strategy . Answer (1) part 2 In the early 1970s‚ when Herb Kelleher and a partner sketched a business plan on a cocktail napkin‚ they had no idea that Southwest airlines would become the most successful U.S.Airline Southwest’s strategy was the complete opposite of the industry’s conventional Wisdom Its planes flew from point to point rather than using the major airlines
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quest for Competitive Advantage‚ 17th edition‚ Boston: McGraw-Hill/Irwin‚ p. C-406. [ 9 ]. Fairbank‚ K. and Kirkpatrick‚ J. (2001)‚ "A Tough Guy who Understood ’spirit ’”‚ The Dallas Morning News‚ 20 March. [ 10 ]. As quoted in Brooker‚ K. (2001)‚ "Herb. Kelleher: The chairman of the board looks back”‚ Fortune‚ pp. 62-76. [ 11 ]. As quoted in Freiberg K. and J. (1996)‚ NUTS! Southwest Airlines’ Crazy Recipe for Business and Personal Success‚ New York: Broadway Books‚ p. 15. [ 12 ]. As quoted in Thompson
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means is that their primary goal within the company is to add value in their offered services toward their customers‚ focusing on delivering both low cost and high quality. This is combined with a focus on the employees within the organization. CEO Herb Kelleher exemplifies this through stating that the philosophy of the company is to take good care of employees first which in result will lead to the employees taking care of the companies customers. We argue that the companies’ competitive advantage
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“Oh the humanity” said Herb Morrison a reporter. Herb Morrison was at the event and he saw the whole disaster. He saw so many people die in front of his eyes. Now more information about the hindenburg and cause and effect of the disaster. The Hindenburg was a German passenger airship called LZ 129 Hindenburg and that a zeppelin. The Hindenburg was capable of traveling 78 miles per hour and it was 245m (804 ft) long and 41m (135 ft) in diameter. The Hindenburg was also a mail airship because it
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capital intensity and boom-or-bust cyclicality. Even though with all these factors‚ Herb Kelleher‚ the cofounder and chairman of Southwest Airlines‚ created the sort of value that any company leader would envy. Herb Kelleher embraced servant-leadership as his style. Servant-leaders put their people above themselves‚ care about their employees‚ humble and empower their people. These were the kind of values that Herb Kelleher practiced in the aviation industry. From its start in 1971‚ Southwest has
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important benefit‚ employees will be provided the same concern‚ respect‚ and caring attitude within the organization that they are expected to share externally with every Southwest Customer. Southwest uses an unorthodox leadership style created by Herb Kelleher. The basic idea is that the organization works like an upside down pyramid. The upper management is at the bottom and supports the front line employees‚ who are the experts. This strategy works for Southwest Airlines because management decisions
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seven behaviors such as emotional healing‚ empowering‚ conceptualizing‚ putting followers first‚ behaving ethically‚ helping followers grow and succeed‚ and creating value for the community. According to these behaviors‚ it is possible to affirm that Herb Kelleher demonstrated a servant leadership behavior when he decided to not follow the traditional hierarchies and hire people with a thoughtful attitude. Also‚ he showed the behavior of helping followers grow and succeed when he hired Colleen and treated
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