Virgin stands for value for money, quality, innovation, fun and a sense of competitive challenge (Virgin, 2007). The enigmatic Richard Branson, founder of the Virgin conglomerate has always believed in this philosophy applying them to both life and work. Therefore, it not a feat to see that this philosophy also applies to the ‘no frills’ airline, Virgin Blue.
Virgin Blue Airlines is Australia’s second biggest domestic airline, and caters to customers who are after an economical, yet reliable airline. Based in Brisbane, Australia; Virgin Blue was launched on August 3, 2000. Having only starting with two aircrafts offering 7 day return flights to Brisbane and Sydney, it has since expanded to all major Australian cities and favoured holiday destinations (Virgin, 2007). Currently, Virgin Blue employs over 3800 employees from all around Australia (Virgin Blue, 2007). Virgin Blue’s management philosophy as stated by its CEO, Brett Godfrey is very simple: in empowering and supporting employees and encouraging them to think ‘outside the box,’ that is truly how you can make a difference (Management Today, 2005). Through understanding this philosophy, it is easy to understand why at the end of last year, Virgin Blue Airlines was able to make an $84.5 million profit (Thomas, 2006).
However, no matter how stable the internal influences are within an organisation; external influences will always be present. Like every other organisation, Virgin Blue has learnt first hand how external influences can influence organisational behaviour. These external influences include the environment, economic factors, diversity, technology and its social responsibility.
The environment, especially now, has always played a large part in the running of a company, even more so with ...