Flight Centre: A Report on Culture, Structure, and Recommendations

This report provides an analysis of Flight Centre's organisational culture and structure. It explores the concepts of organisational culture and structure, specifically within the context of Flight Centre, a major travel agency. The report examines how Flight Centre's unique organisational structure is intertwined with its company culture, including its emphasis on smaller working groups, decentralised management, and egalitarian principles. It also discusses the impact of online booking services and competition within the travel industry. The report offers recommendations for maintaining a diversified workplace and concludes with a focus on improving productivity and job training. References to relevant academic sources are included to support the analysis.

report

Contents
Introduction......................................................................................................................................2
Body.................................................................................................................................................2
Concepts of organisational culture and organisational structure.................................................2
Culture and structure in Flight Centre.........................................................................................2
Unique organisational structure of Flight Centre is intertwined with the company’s
organisational culture...................................................................................................................4
Recommendations........................................................................................................................5
Conclusion.......................................................................................................................................5
References........................................................................................................................................7
Name:Oliver Craker ID: 44910096

Introduction
For any organisation, it is important to focus on the organisational culture which stands the
chance to grow with the vision that has been envisaged by the other founder members. The
management also focus on the different management organisational culture. Here, the
individuality of the organisation is based on the different concepts and the organisational culture,
where the attempts are made dynamic with associated organisation culture and structure. This is
set with the instance of the Flight Centre, where the focus of the problem areas is related to the
environmental changes with the specialised focus on the tourism and the flight industry.
Body
Concepts of organisational culture and organisational structure.
The organisation culture is based on the strong culture theory which includes whether the
manager and the employees are committed to the collective principles, customs as well as the
morals. (Helms Mills & Mills, 2017). They are set with the positive outcome with the
organisation performance or profits. The strength of the corporate culture is correlated with the
profit of the company. The organisational culture is based on how there is a possibility to reach
the goals depending upon the business and time of work.
Culture and structure in Flight Centre
The management of the organisation need to focus on creating and then maintaining the different
features of the organisation. It also includes the motivation and the recognition of the different
collective efforts where the organisation culture plays an important role. The predominant
behaviour of the members is to handle the conscious attentiveness which is analysed mainly by
the strength, weakness and the experience. (Finch, 2012). Flight Centre Travel agencies who
have been headquartered in Brisbane holds the strongest position in Australia with the economic
growth.
The highlight of the organisation culture of the Flight Centre is that it focusses on the working in
the smaller groups to handle the effectiveness with the small units. The effectiveness is based on
engraving and setting the standards for a better culture of the Flight Centre which includes no
special emphasis on the economic scale and the centralised control. (Kamal, 2009). The
organisation culture is also for determining the organisation hierarchy with the steps that will
Name:Oliver Craker ID: 44910096

help Flight Centre to determining the three stages for the increased number of the members for
the accommodation.
Figure: Organisation Culture of Flight Centre
The belief is about the decentralisation of the management structure, where the management
head is for the hiring, firing and then making the decisions. The management theories adopted by
the organisation have not been able to adapt the organisation culture, where the power is
harnessed to meet the competitive advantage with the power of culture. The organotin also looks
for the setup with the understanding to meet the firm’s requirements. (Gaur & Wankel, 2009).
It has been seen that FC believes mainly in the egalitarian culture where there is no major special
privilege till they are applied to everyone. There have been no major individual offices and the
secretaries for the same. The rapid rate of the organisation changes with the needs of the people,
that are set in command charge is important to evaluate and modify the styles, regularly. The
communication is one of the way to manage the cultural diversity where the company focus on
the great strengths of fostering the communication mainly in between the staff and then develop
the feeling of community. (Mills, 2017).
Name:Oliver Craker ID: 44910096

The team work plays an important role with the increased pressure on the professionals to
perform the tasks with the co-workers. The quality and the customer responsiveness is able to
create the need for the team work. One of the important aspects to make the decisions which are
based on the operations under the management process and decision-making control. The belief
is that the team work focus on the joint decision-making ranges from the leader controlled
consultative decision making to the democratic decision making. (Hong et al., 2016).The
stimulation is based on the uniformity of the employees where the customer’s point of view is to
define some uniformity which provide the semiotic links to the main brand. The designing is also
for the staff uniformity which involves the rolling out of the identity, after being the part of
organisation.
Unique organisational structure of Flight Centre is intertwined with the company’s
organisational culture.
The organisation culture is intertwined with the organisational structure that is coupled with the
sales driven commission. Here, the focus is on handling the uniformity in the interior designing
of the office which is a perfect coordination that will help in creating a lasting impression. The
observations are based on the organisational structure which is important for the people, with the
attainment of the organisational target. The organisational culture is important for the people to
Name:Oliver Craker ID: 44910096

handle the organisational setup. For this, the travel agency is working on the attainment of the
organisational targets. The pursuing factors includes the emergence with the online booking
services for the flight and the accommodation. In this way, the time of the customer is also saved
to analyse the different websites. (Mills, 2017). Example, Expedia is considered to be powerful
and work on the lower commission where the competition is found to be tough. The anticipations
for the business models are including the continued loss with the total agent share in the market.
The fee cutting highlights about the trends to keep working in the Flight Centre with the greater
percentage of the expenses of the internet and the direct distribution. The traveling is set with
spending growth, where the competition is mainly in between the online providers which is for
the intensified approach that handles the rising of the net profitable margins.
The other aspect is the features of the positions, leaders to decide on running the organisation.
The staff members and the outlets work for the repealing against the empowerment and the
operations system of the company. The social cultural changes have a major impact on the
business which anticipate the control of the differences, with the focus on the multicultural
development, where the people from the different cultures and the background force and
incorporate the different operations. (Cameron & Quinn, 2005).
Recommendations
A proper planning, controlling and organising the policies will help in maintaining and managing
with the diversified workplace. The management also focus on the implementation of the
position changes with the use of Organisational Culture Assessment Instrument which is popular
for the diversified sectors. The tool is used for the personnel thinking to match the internal and
the external demands that need to be faced by the organisation. In FC, the staff is also trained
with the limitation to the socialisation with the other big teams.
Conclusion
The major focus should be on the improvement of the productivity and job training which will
help in handling the better output. The Flight Centre should focus on the anthropological
business model which is for the staff that is divided into the family, village and the tribes. For
this, the theory is also for the social units with the autonomy to make the decisions and mainly
learn from them. The employees are also motivated in the company to produce a better product
Name:Oliver Craker ID: 44910096

at a lower cost with the stabilised working environment and to attract more competency and the
effective personnel.
Name:Oliver Craker ID: 44910096

References
Cameron, K.S. and Quinn, R.E., 2005. Diagnosing and changing organizational culture: Based
on the competing values framework. John Wiley & Sons.
Finch, C. (2012). Bon voyage: Internet-savvy tourists say goodbye to agencies and move online
Travel Agency Services In Australia.
Gaur, S. S., & Wankel, C. (2009). Markets. Encyclopedia of Business in Today's World. SAGE
Publications, Inc. Thousand Oaks: SAGE Publications, Inc.s
Helms Mills, J.C. and Mills, A.J., 2017. Rules, Sensemaking, Formative Contexts, and Discourse
in the Gendering of Organizational Culture☆. In Insights and Research on the Study of Gender
and Intersectionality in International Airline Cultures (pp. 49-69). Emerald Publishing Limited.
Hong, S.J., Lee, K.S., Seol, E.S. and Young, S., 2016. Safety perceptions of training pilots based
on training institution and experience. Journal of Air Transport Management, 55, pp.213-221.
Kamal Nayan, A. (2009). The Impact of Information Systems on Organizations and Markets.
Competition Forum, 7(1), 234.
Mills, A.J., 2017. Man/Aging Subjectivity, Silencing Diversity: Organizational Imagery in the
Airline Industry. The Case of British Airways☆. In Insights and Research on the Study of
Gender and Intersectionality in International Airline Cultures (pp. 367-392). Emerald Publishing
Limited.
Name:Oliver Craker ID: 44910096