Research Paper on:
UK's 'No Frills' Airlines and Organizational Culture

Unformatted Sample Text from the Research Paper:
organisational culture and national culture within the context of no-frills airlines, not least the fact that this type of air travel has come into common use comparatively recently and it  is therefore still a new form of organisation whose parameters have not yet been fully explored or analysed. As a recent article from the BBC (2002) points out, it is  those features of no-frills airlines which distinguish them from the more traditional type of air travel which have given rise to the greatest level of interest in, and concern about,  the importance of managing organisational culture in this type of system. For  example, it is generally understood and accepted by the public that the most distinctive feature of no-frills companies is the cheapness of their rates: this is one of the reasons  why traditional airlines are currently showing a drop in custom whereas companies such as TBI are increasing their figures. However, the methodology which allows the companies to offer such economic  flights has been criticised on safety grounds, which in turn is seen as resulting from the implementation of an organisational culture which is different from the traditional. No-frills lines have  to put speed and efficiency as a priority: the planes must keep to a tight schedule and often must faster turn-around times, and longer periods spent airborne, than is the  case for traditional companies. This leads to pressure on pilots and air traffic controllers which, from a safety point of view, is considered as reaching an unacceptable level. The commonly-accepted  chain of responsibility where flying is concerned is that the pilot is the final arbiter of any decision which has to be made: however, this has been seen as putting