Scotia Airways are a small private airline based in Glasgow/Scotland. Their goals determine the nature of inputs (employees and management’s ability) and outputs (the quality of service) also the interaction of the outer environment i.e. Macro elements such as external customers. Goals indicate a future prediction and the well-being of a business. Objectives on the other hand are specific targets within the general goal obtained are time based. Policies are a mechanism for controlling the behaviour of an organisation, by governing the behaviour of people who work within Scotia Airways. Policies contribution in Scotia is to ensure that people will behave in a way that is predictable, advisable and in the best interests of the organisation and the person. That will lead to more of a controlled, organised and a professional environment and successful in managerial performance.
Specific – Scotia Airlines aim to maximise their profit and growth of their business by targeting business and leisure travellers and aim to provide extreme value for money. Scotia aims to expand to major European tourist destination and major business centres in Eastern Europe, the middle and Far East. Consumer travel protection schemes and its proactive role in identifying and meeting customer needs Measurable – objective should be capable of measurement so that it can be possible to determine whether how far it has been achieved Attainable –all staff are involved in discussing and agreeing the aim. The company’s strategy is to work successfully within the regulatory frameworks of the aircraft industry. Senior management consulted output target with middle and junior managers and staff.
Realistic – the objective should be achieved by the resources available. Scotia airways has a fleet of five aircraft and management team has opinion that business is enables to be responsive to the demands and challenges of the market. I advise scotia airways before setting over five years deadline for the objectives, it should have reviewed its resources, employees, competitors and current market to ensure programme for expansion for this is realistic. Time – specific the target will be met within a given period of time; scotia airways plans to expand over the next five years. Setting goals helps organisations realise their objectives. There are four types of organisational goals;
Consumer and product goals within an organisation can be achieved when supplying a product or service which the market- consumers need and want. In this example it is airline travel service mainly targeting business class.
Operational goals relate to the different activities that are part of the production of the product or service like for instance management processes. For example, Scotia Airways aspires to mark its international presence, by introducing flights to major European tourist destinations as well as expanding to major business centres in Eastern Europe and the Middle and Far East. The company is made better further business plan to expand the market and grow. Secondary goals which involves goals that do not directly have to do anything with the actual product itself, but merely deals with what goes on “behind the curtains” of producing a specific output such as;
the development of staff
Companies and government relation the government policy support in the enterprise
The enterprise by the own performance to make a social respond. Enterprise get more profits can call more tax to the state, to achieve a win-win objective.
The goal here is to become an international airline. This target is a long process and will take a lot of time and effort to complete. The way in which Scotia airways will be able to achieve this goal is by creating a plan which will cut down the goal in to doable steps. Then will need to delegate sectors of the appropriate work force to begin creating objectives in order to achieve steps of the plan until it has been completed and the goal has been reached.
2. Open Systems Theory
Scotia Airways is the first airline to offer full business class services. It’s developed a reputation for its strict adherence to the UK civil aviation standards. Has the ability to work successfully
Retained the same management team since 1996
Change of strategy may lead to change of the ethos and culture of the business
Risky and caused uncertainty within employers.
Provides equal employment opportunities.
Promotes the local employment situation, group of unemployed get a chance to work.
The main principles of Open systems theory are the Input, Process and Output. Input is what we start with, the standard materials and concepts used by the organisation. Substances like people, (labour, pilots, passengers) technologies, ideas, time, faculties location cargo, etc. The Process is all about how to use the input to create value. The subsystem to process the inputs and generate outputs, e.g. individuals, teams, projects, products/services etc. Outputs are the tangible results from the organisation (product/service).
Open system theory including three parts inputs, outputs and process. Input: the airline has 80 staffs and the company commit important resources to the marketing and sales department. The airline currently covers eight locations the Brussels, Paris, Frankfurt, Madrid, Rome, Lisbon, Amsterdam and Copenhagen as well as domestic flights to Manchester, Birmingham, Bristol and four London airports. Airlines management place in each country and city.
Output: the output here offers several value added services, such as assist the passengers in boarding the plane, gourmet meals and a range of in-flight
services and entertainment. The customer can get very good service to take the flight a culture of six trusts has been emphasised and developed by both the managers and workers and this has served to enhance the effectiveness, efficiency, and overall performance of the business Process: The targets of scale of provision, passenger’s volume and market share are determined by senior managers and junior managers and employees then populate the details into plan. Form it we can see different people do different things, both middle and junior managers; they do what they should do. For example, top employees are given certain privileges and can decide on all the requirements necessary for some customers, reasonable distribution, management and control. In their jurisdiction scope they can make the most satisfactory condition for the customers.
External environment (pest)
Social and Technology- renewal speed fast, which improves the living standard of people. Up to date with technology E.g. where D.v.ds and mp3s are provided living up to luxury standards of consumers. Economic- Growth of the economy increases income, development level improved so the political situation is stable. The new technology improved of the aircraft which will result in the model to become larger and be able to carry more passengers, again resulting in more profits.
3. Formal and informal
The main differences between formal and informal organisations are as follows; A formal organisation is the actual framework of the organisation including its organisational chart and its chain of command which determines accountability. However within the informal organisation is the familiar working relationships that are established in the business place and contributes significance to work culture the real purpose on an organizational chart is to effectively outline the structure of the formal organisation it shows who is accountable to whom, from the top management to middle and front line employees. It also shows horizontal relationships of the different functional and operational divisions and department personnel.
The chart shows consists of the functional framework and is important in the workplace to establish stability, clarity in work relationships and reporting standards between supervisors and subordinates Informal does not have an essential influence on work, workers interact with each other at different intervals, in different situation or even after work. These encounters can greatly influence the level of the sense of belongingness each employee experiences or feels in the working environment generally negative the quality of work ethics and morale will be very poor.
Formal organization is a certain structure, the same goals and specific functions behaviour system. It has clear objectives, tasks, structure and the corresponding mechanism. The function and the members of the responsibility relations as well as member activities of the specification e.g. EU and UK government, they are formal organizations. Informal organization is “formal organization” symmetrical. It is the people in a common work process natural to feelings, emotions such as be fond of basis of loose, no formal group. Trade Unions are an informal organization.
Scotia has many different stakeholders and they can exert influence on organisations in a variety of ways there are internal and external but focusing on Scotia’s primary stakeholders and their interests/influence in the organisation. Investors are interested in healthy profits, growth and stability which will ensure them a high level of dividend, and increase in share value. Staff are interested in the organization’s continuation and growth. They are primarily interested in job security, pay levels, they also react to the environment in which they work. E.g. employing 80 staffs across all departments. Customers are generally interested in receiving value for money in the form of a good, service or product which is fit for purpose, Above the minimum customer travel protection schemes and its proactive role in identifying and meeting customer needs e.g. the fight company provides service level, it provides beyond the minimum consumption tourism security program and its positive role to satisfy the customer demand so consumers will choose the flight company, to meet their own needs.
Directors and managers are likely to be interested in growth of the business to ensure bonuses and promotions and maximizing profits e.g. in a material they set about appointing a management team whose experience and expertise was firmly grounded in the budget aviation market. Rosa Allelic is an overall charge, assisted by her long-term colleague Azim Ishtiaq. These four primary stakeholders of Scotia Airways influence each other between interdependent. Scotia Airways uses natural resources (airline) for its business. Secondly the human resources (staff).
Their objectives are likely to have a strong and immediate influence on how the organisation is run, and also influence the organisation through the quality and standard of their work. The human resources also serve the customers who wish to flight. The managers have day-to-day decision making powers about the allocation of resources. The firm cannot service without customers as they decide whether to purchase the service and generate powerful word of mouth advertising. Scotia Airways’ investors and capital investment shares in the company can make the company normal operation, providing the best to consumers as they decide how much they want to invest in the well-being of the business.
5. Control strategy
An effective control strategy that the manager of Scotia Airways can imply is the bureaucratic control. This strategy is the use of rules, policies, hierarchy of authority, written documentation, reward systems and other formal mechanisms to influence employee behaviour and access performances. Advantages of this control are; top level managers in bureaucratic organizational structures exercise a great deal of control over organisational strategy decisions, which is ideal for business owners Strategic decision making time can be shorter in a tall organizational structure, since less individuals are involved in the process.
I believe this would be the best control strategy as Scotia airways are known for their strict adherence and have managed to build a family type relationship with all its employees, suppliers etc. They have many goals and objectives. Bureaucratic breaks down the tasks which would be friendly to the employees and build better working relationships with their managers.
It will also make employees want to work hard as this type on control includes reward and punishment reinforce conformity. Another strategy that Scotia Airways can imply is Clan control this represents cultural values almost the opposite of bureaucratic control. Clan control relies on values, beliefs, corporate culture, shared norms, and informal relationships to regulate employee behaviours and facilitate the reaching of organizational goals. Advantages of this control are;
More chances of innovation
More unique ideas of individuals and includes everone.
Employees get a chance to put forward their beliefs and ideas This is also a good strategy because it’s good for innovations as each employee is a decision maker. There is no one that is strictly a decision maker and will build employees relationships. Clan control requires trust among their employees and be given minimal direction and standards, employees are assumed to perform well which Scotia is all about.