A brief about the cultural aspect of Air deccan airlines

1. Presented to:
Mr. Birat Singh Khadka
Report on: A study of organizational behavior of Air Deccan Airlines ( GROUP-E )
Submitted By :
Roman Man Shrestha
Shanta Khatri
Sanjiv Bikram Thapa
Gaurav Khadka
Chandra Prakash Shrestha
Anju Chauhan

2. • The airline industry is contributing a lot to the growth and development of the global economy and the
travel and tourism industry has witnessed significant growth and airlines can be termed as the most
prominent supporter of the entire industry (Ulak, 2020).
• low-cost airline, based on the model popular in the US, Europe and other parts of Asia, started in India
in late 2003 (Adhikari, 2018).
• Air Deccan was a unit of Deccan Aviation Private Limited (DAPL) which was India’s largest
chartered helicopter Service Company. DAPL was formed by Captain Gopinath in 1995 and targeted
a niche in Indian aviation (ICMR, 2020).
• Air Deccan brand image made it clear that this airline was meant to make air travel accessible and
affordable for the common man (IBEF, 2020).
1. INTRODUCTION 1.1 Background
2

4. 2 FINDING AND ANALYSIS ABOUT
AIR DECCAN 2.1 ORGANIZATIONAL CULTURE PROFILE
Organizational culture
dimension
Characteristics
Innovative Culture  Only Economy Division
 NPR 1.6 Rupees ticket scheme
 Commitment to the Common Man, Innovations in operations and marketing, innovations
in distribution management and staff flexibility
Aggressive Culture  No free food cultures
 low-cost air travel and created the first low-cost carrier subcategory in Indian aviation
Outcome-Oriented
Culture
 Lower employees per aircraft
 Non-refundable ticket
 Creative and innovative work behaviors are promoted by rewarding the employees with
4

5. 2 FINDING AND ANALYSIS ABOUT
AIR DECCAN
2.1 ORGANIZATIONAL
CULTURE PROFILE
Organizational
culture dimension
Characteristics
Stable Culture  Power was gradual shift from the centralized to decentralized organizational structure, the
top management openly communicates the importance of adopting an ethical attitude while
responding to the market needs.
People-Oriented
Culture
 Paid initial training to staff
 Providing employees with necessary coaching, mentoring and guidance to accomplish the
assigned goals.
Team-Oriented
Culture
 Diversity was promoted and differences are appreciated, company promotes a professional
attitude among its employees
Detail-Oriented
Culture
 The internally driven organizational culture has enabled the organization to use its ethical
brand image as a tool to get a strong competitive edge over rival firms, Employees are not
punished for sharing new ideas and taking risks 5

6. 2.2 LEVELS OF OC (VISUAL ELEMENTS
OF ORGANIZATIONAL CULTURE)
2.2 ARTIFACTS AND
BEHAVIOUR
6

7. 2.2 LEVELS OF OC (VISUAL ELEMENTS
OF ORGANIZATIONAL CULTURE) 2.3 TYPES OF ORGANIZATION
CULTURE IN AIR DECCAN
Clan culture Market culture
A Simplifying Air Travel in India, the
company promotes a professional attitude
among its employees
Air Deccan lies in its ability to manage a
highly diversified workforce.
Air deccan ensure a high information flow
and leverage the knowledge, skills and
competencies of employees from diversified
backgrounds
Air Deccan truly understands the value of its
human capital, and hence prioritizes the
employee satisfaction and motivation.
Lower employees per aircraft and Non-
refundable ticket culture from initial phase
of air deccan
The creative and innovative work behaviors
are promoted by rewarding the employees
with various monetary and non-monetary
rewards.
Employees are not punished for sharing new
ideas and taking risks to create values for Air
deccan
7

8. 2 FINDING AND ANALYSIS ABOUT
AIR DECCAN 2.4 SWOT ANALYSIS
8

9. 2 FINDING AND ANALYSIS ABOUT
AIR DECCAN 2.4 PEST ANALYSIS
9

10. 2 FINDING AND ANALYSIS ABOUT AIR
DECCAN
IMPACT OF CULTURE IN
ORGANIZATION
1
POSITIVE IMPACT OF CULTURE IN
ORGANIZATION
NEGATIVE IMPACT OF CULTURE IN
ORGANIZATION
 Increased efficiency of business processes.
Air Deccan’s HR division focuses on recruiting
young professionals with little work experience
straight from their university campuses.
 Reward system
Air Deccan also values and fosters an
intrapreneurial spirit among its employees.
 Build an employee strength
There are performance incentives for employees,
which motivate them to perform well.
 Less experienced professional
Human resources provided opportunities to
freshers and relatively less experienced
professionals to work for an airline, with the
success of the concept, their aspirations for higher
pay and better job conditions increased.
 Air deccan Food Buy Policy
It was observed that the customers did not buy the
expensive food items on sale in the flight.
10

11. CONCLUSION
1
11
• Air deccan shows that there must be integrated team, system, organization, process and
information to save the organizational culture of any organization.
• Air deccan set an example that if we could not sustain our organization culture than the whole
organization might split.
• Air deccan had created something new with more creative and innovative ideas for low cost,
cheap travel, Ticketing, seats in aircraft, no meal service, advance ticketing before 90days etc.

12. BIBLIOGRAPHY
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Adhikari, A. (2018). Air Deccan started its operation as the first low cost airline.
Mumbai..
IBEF. (2020, 08 22). https://www.ibef.org/industry/indian-aviation.aspx.
ICMR. (2020, 08 22).
https://www.icmrindia.org/casestudies/catalogue/business%20strategy2/Business
%20Strategy%20Air%20Deccan%20The%20First%20Low%20Cost%20Airline
%20in%20India.htm.
Ulak, N. (2020). COVID-19 Pandemic and its Impact on Tourism Industry in
Nepal. Journal of Tourism & Adventure.