Senior Flight Operations Engineer
Aviation Management Masters program.
Organisational Behaviour and Human Resource Management (OB&HRM).
Prepared by : Rashid Saleh Rashid
Presented to : Dr. Alison Thirlwall.
Table of contents 1. Executive Summary…………………………………………………………………………………..3
2. Introduction………………………………………………………………………………..… 4 3..Organisational behavior….……………………………………………….……………4 a)Teamwork…………………….………………………………………………………….. …....4 b)Organisation culture…………………………………………………………………...…..4 c)Management style……………………………………………………………………….…….5 d)Change………..……………………………………………………………………………..……7 e) Training……………………………………………………………………………………………9 f) Communication……………………………………………………………………………….10 g)Leadership ……………………………………………………………………………………..11 4) Recommendations……………………………………………………………………………….13 5) Conclusion………………………………………………………………………………………………15 5) References……………………………………………………………………………………………….16
1. Executive Summary:
In this report, the structure and organisational behaviour of the DSS consulting will be analysed in order to know what the main reason was for CEO “Meg Cooke” to take the decision, at a very late stage, of not going forward with the product that Southwest Region team has developed for scheduling and budgeting. The decision came when the beta version of the product was going to be launched to one of the district for testing after Southwest Region team exerted extensive efforts until product was finalised and became ready for testing. Also, the report will analyse the behaviour of Meg of not elaborating on why such decision was taken, based on inputs from other teams that the areas of districts those teams have worked in didn’t show interest in this product , given the fact that the other teams have no idea about the product of Southwest Region team. Management style followed by Meg was not the optimum one as she was supposed to discuss the progress of the report more
Organisational Behaviour and Human Resource Management (OB&HRM).
Prepared by : Rashid Saleh Rashid
Presented to : Dr. Alison Thirlwall.
Table of contents 1. Executive Summary…………………………………………………………………………………..3
2. Introduction………………………………………………………………………………..… 4 3..Organisational behavior….……………………………………………….……………4 a)Teamwork…………………….………………………………………………………….. …....4 b)Organisation culture…………………………………………………………………...…..4 c)Management style……………………………………………………………………….…….5 d)Change………..……………………………………………………………………………..……7 e) Training……………………………………………………………………………………………9 f) Communication……………………………………………………………………………….10 g)Leadership ……………………………………………………………………………………..11 4) Recommendations……………………………………………………………………………….13 5) Conclusion………………………………………………………………………………………………15 5) References……………………………………………………………………………………………….16
1. Executive Summary:
In this report, the structure and organisational behaviour of the DSS consulting will be analysed in order to know what the main reason was for CEO “Meg Cooke” to take the decision, at a very late stage, of not going forward with the product that Southwest Region team has developed for scheduling and budgeting. The decision came when the beta version of the product was going to be launched to one of the district for testing after Southwest Region team exerted extensive efforts until product was finalised and became ready for testing. Also, the report will analyse the behaviour of Meg of not elaborating on why such decision was taken, based on inputs from other teams that the areas of districts those teams have worked in didn’t show interest in this product , given the fact that the other teams have no idea about the product of Southwest Region team. Management style followed by Meg was not the optimum one as she was supposed to discuss the progress of the report more
References: -Academic Skills Centre. (2009). Writing an Introduction. Available: http://www.canberra.edu.au/studyskills/writing/introductions. Last accessed 18th Apr 2012. -Academic Skills Centre. (2009). Writing a conclusion. Available: http://www.canberra.edu.au/studyskills/writing/conclusions. Last accessed 18th Apr 2012. -Raimo Nurmi, (1996),"Teamwork and team leadership", Team Performance Management, Vol. 2 Iss: 1 pp. 9 – 13” there are four types of leadership styles. -René Börner, Jürgen Moormann, Minhong Wang, (2012),"Staff training for business process improvement: The benefit of role-plays in the case of KreditSim", Journal of Workplace Learning, Vol. 24 Iss: 3 pp. 200 – 225. -Wang, M. and Yang, S.J.H. (2009), “Editorial: knowledge management and e-learning”, Knowledge Management & E-learning: An International Journal (KM&EL), Vol. 1 No. 1, pp. 1-5.