TABLE OF CONTENTS
Topic Page No
1. INTRODUCTION 2
2. OBJECTIVES 2
3. LEADERSHIP STYLE 2
1. Vision and Judgment 2
2. Courage and Determination 3
3. Symbiosis, Charisma and Integrity 3
4. ORGANIZATIONAL STRATEGY 3
1. Safety First 3
2. High Aircraft Utilization 4
3. Low Cost 4
4. Streamline Operations 4
5. Lean Distribution System 4
6. Point to point network 4
7. Managing Stakeholder’s interests 5
5. ORGANIZATIONAL STRUCTURE ...view middle of the document...
Many detractors voiced their concerns that Tony had gone "crazy", predicting that the company would fail miserably. What happened instead was one only Tony could have envisioned, as he believes the timing to be perfect. In fact, since 11 September 2001, aircraft leasing costs were down 40% and due to airline lay-offs, experienced staff was readily available. The paradoxical nature of 9/11 to the aviation business in Asia has contributed to its success.
To study and understand Tony Fernandez’s management style and vision in creating the successful Air Asia brand.
To analyze the effects of his strategy, structure and culture and how they are positively related in creating a dynamic, innovative workforce.
To examine the relationship between leadership and culture and the need for a strong and dynamic leader in a startup organization
3. LEADERSHIP STYLE
3.1 Vision and Judgment
In most of his the business ventures Tony had demonstrated a clear insight into the future of the aviation industry and had exercised great judgment in all his game-changing decisions. The success of AirAsia is attributed to Tony’s vision: to fly as many people as possible at a low cost. In order to achieve this, he exercised remarkable judgment strategically by modeling the airline to be a short-haul low cost carrier and being relentless in operating a lean business.
3.2 Courage and Determination
Leaving a lucrative Managing Director position at Warner music demonstrated his determination to stick with his principles and beliefs.
For his decision to purchase AirAsia for a nominal sum of $1 Ringgit at the expense of absorbing US$11 million of debt, he had to mortgage his home and dig deep into his savings.
3.3 Symbiosis, Charisma and Integrity
Tony is known for his ‘walk around’ management style. For a few days every month, he would take up a position on the ground or in the cabin crew. This has enabled him to develop a strong symbiotic bond with his employees.
He has a strong view where employees come first before customers as he believes that a happy workforce will look after your customers well. It is this dedication and integrity to his staff that had enabled AirAsia to grow as a strong profitable company from within.
He is a charismatic speaker whom speaks at a level that the layman can understand with the equal courtesy and respect extended regardless of position.
His simple, non-flashy dress code reflects his laid back demeanor despite being the CEO of a multi-billion airline carrier. It is this ability to be approachable and relatable to the masses that had enabled him to gain great traction within Malaysia.
4. ORGANIZATIONAL STRATEGY
AirAsia intend to excel in everything they do by achieving exceptional results. They have set high standards, but no higher than customers' expectations. AirAsia's success has taken flight through the continued confidence of guests who prefer a no-frills, hassle free, low fare and convenient option...