Organisational Behaviour


This report aims to find out what is the organisations structural style and design, what management control systems are and what the organisational culture is and how it applies to Virgin Atlantic.
Virgin Atlantic was developed as an offshoot of Richard Branson’s Virgin Group in 1984. His fellow directors at the time thought he was mad, particularly when he announced the new airline would be operating in just over three months. Since those successful early days in 1999 Richard sold 49% of the company to Singapore Airlines. The company currently operates a fleet of 38 aircraft, which includes 13 Boeing 747s, 6 Airbus 340-300s and 19 Airbus A340-600s. The company operates primarily in the Europe, the US and Asia Pacific. It is headquartered in West Sussex and employs 9,000 people. (


For any organisation to achieve its objectives having the right structure in place is essential.   Having the wrong structure can depress motivation and morale, cause delays in decision making, cause conflict and lack of coordination, and costs may rise. So when designing the organisations structure these objectives must be provided for:
• The economic and efficient performance of the organisation and the level of resource utilisation;
• Monitoring the activities of the organisation;
• Accountability for areas of work undertaken by groups and individual members of the organisation;
• Co-ordination of different parts of the organisation and different areas of work;
• Flexibility in order to respond to future demands and developments, and adapt to changing environmental influences; and
• The social satisfaction of members working in the organisation (Mullins 2007, p564)

In the case of Virgin Atlantic are different elements of what makes up the structure and why.

Span of control is in the form of a flat hierarchical structure. As you can see from appendix 2 the span...