Airline and Airport Management: Motivation Theories

Airline and Airport Management indigence TheoriesIntroductionThis report tout ensembleow for analyse the changing world of spurt and how it has qualifyd a lot recently. The writer lead as well examine the trends and issues that wealthy person affected and whitethorn affect the aviation industry both resign and in the future by using real world examples, theories to come on a valid conclusion.Motivation TheoriesMaslows hierarchy of postulate is a hypothesis in psychology, proposed by Abraham Maslow in his 1943 paper. A Theory of Human Motivation, which he subsequently extended to include his observations of humans innate curiosity.Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results (Terpstra, 1979). quintet major approaches that squander led to our understanding of motive are Maslows white plague up-hierarchy theory, Herzbergs two- chemical element theory, Vrooms expectancy theory, Adams equity theory, and Skinners reinforcement theory.According to Maslow, employees claim five levels of needs (Maslow, 1943) physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the nigh higher level need would motivate employees. Herzbergs discipline categorized motivation into two factors motivators and hygienes (Herzberg, Mausner, Snyderman, 1959). Motivator or intrinsic factors, such as exercise and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction.Vrooms theory is based on the belief that employee effort will allure to performance and performance will lead to rewards (Vroom, 1964). Rewards may be either compulsory or negative. The to a greater extent positive the reward the more(prenominal) likely the employee will be super motivated. Conversely, the more negative the reward the less likely the employ ee will be motivated.Adams theory states that employees strive for equity between themselves and other workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965).Skinners theory simply states those employees behaviours that lead to positive outcomes will be repeated and behaviours that lead to negative outcomes will non be repeated (Skinner, 1953). Managers should positively reinforce employee behaviours that lead to positive outcomes. Managers should negatively reinforce employee behaviour that leads to negative outcomes.Organisational CultureWhen together all employees or the group of people work to achieve the organisational goal, the organisations are grow operational and successful. Therefore, organisational change is possible only when employees of the organisation understand the need for change, buy-in the idea of change, are motivated towards the change, and express their interest (McGuire D. Hutchings K., 2006 Beer M. et al, 1990).Other researchers (e.g. Tichy, 1983) jazz the frustration that passenger vehicles feel when their organisations do not respond to elaborately analyse plans, where there is a lack of interaction between decision and action.TeamworkTeam working(a) also offers the employees the opportunity to meet their social needs, as identified by Maslow. (Surridge, M., Gillespie, A. p199)When working in squads there are many people that may have different views and opinions, also not forgetting personalities. Different views are not a problem as such but the expression of views female genital organ be a problem. Many people unintentionally may say or do things that may affect certain members by making them perturb or even generally uncomfortable. Good communication does not destine being able to stand on stage and just announce the public a message.Leadership is somewhat having a coiffure of determine and believing in them, but it is also having fo resight, knowledge and intuition, especially almost people. Leaders can not expect others to believe in them if they do not believe in themselves.(Malpas M., 2006 cited by Porter K. et al, 2006)Leadership is somewhat listening to people, jump outing and encouraging them and involving them in the decision-making and problem- result serve up.(Levine S. and Crom M., 1994, cited by Holbeche L., 1998)The Four elemental Leadership stylesAutocratic This is often considered the classical approach. It is one in which the charabanc retains as much power and decision-making authority as possible. The manager does not consult employeesare they allowed to give any input. Employees are expected to conform orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments.Bureaucratic leadership is where the manager manages by the book everything must be done according to procedure or policy. If it isnt covered by the book, the manager refers to the next level above him or her. This manager is really more of a police officer than a leader. He or she enforces the rules. capitalistic The laissez-faire leadership style is also known as the inactive style. It is one in which the manager provides little or no mission and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.Democratic The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities.Communication SkillsAccording to Stephen Covey, communication is the most important skill in life. This is no less true for managerial efforts to invest everyone from the total corporate environment towa rd change, in these demanding times, on behalf of their organisational life (Kotter, 1993, 1996, p. 3 and Mainelli, p. 1).Managements ability to fork up trust in the sensibility of their vision- the power of which can only be unleashed when those involved in an enterprise or activity have a common understanding of its goals and direction- including employees and customers (Miller p. 219 and Kotter, 1996, p. 85). Waltslawick et al. conclude 1. Meanings are not transferred- they are created in the minds of the perceivers, 2. Anything is a potential message, 3. The message perceived is the only one that counts, 4. social messages have content and relational components, 5. Communication interaction can be either symmetrical or complementary, 6. Effective communication is hard work (Axley, 1996, pp. 53-63).More over (Daly et al., 2003) Internal communication is important in communicating change. Others focus on the constructional phases of change, where communication is vital to mutual understanding of the problems organisations have to face in order to meet the challenges, and need to change (Bennebroek Gravenhorst et al., 1999). engineering science in the workplaceTechnology in the 21st century has advanced(a) in many ways, people in many organisation use technology to work and communicate. In todays society people dont like to live to get checked or served, this could include paying bills, topping up payment cards, shopping etc. The writers own workplace at the airdrome bmibaby have brought 10 new kiosk machines where passengers can check themselves in, this is more useful for passenger who are carrying hand luggage only and can check in at the machines and prints of their boarding pass and head sequential to departures without even queuing up for the check in agent to check them in. lean Related StressThe writer works with airline bmibaby at the drome is most definitely stressful. As the writer own personal scram in everyday work a lot goes on at work, staff have to work together as a team making sure that everything is done on time and passengers are decently checked in and board the flight on time without cause any disruptions.Alternatively, increased flexibility, responsibility, and learning opportunity in todays workplace may offer workers greater potential for self-direction, skill development, and career growth, leading to cut back stress and increased satisfaction and well being.Assessed online www.direct.gov.uk/work_related_stressPESTEL ANALYSISThe PESTEL framework categorises environmental influences into six main types political, economic, social, technological, environmental and legal. (Johnson and Scholes, 2002)BMIbaby PESTEL Analysis(P)oliticalEU magnification wicked security measures and restrictionsClimate protection chargeFrench government support for national carriersNew EU regulations(E)conomicFuel price increasesEU expansionEurope cars and taxi hires(S)ocialIncreasing travelling lifestylesIncreasing business travels trade increase(T)echnologicalTechnology expansionLow fuel consumptionsInternet rivalryInternet online sales(E)nvironmentalNoise level controlsGreen house hundred emissions(L)egalAllegations of misleading advertisingIllegal subsidies from airportConclusionFor effective change prudence process, good communication between management and staff is imperative. In order to keep competitive advantages and to minimize fundamental effects of political and economical disturbance, the continuous change is required but this should be interpreted place with the involvement of each and every member of staff. In the process of decision making, if employees are taken into confidence and are convinced about the required change while taking them on board in decision making process, they would as a part of change management process adhere and admire the change. On the other hand, if they are left(a) disconnected and arent motivated about this change process, subsequently their spirit and rapture will go down.List of ReferencesDale, G., (2007) Btec National Travel and Tourism harbor 1. Oxford, HeinemannDirectgov Workplace Stress http//www.direct.gov.uk/en/Employment/HealthAndSafetyAtWork/DG_10026604Fyall, A and Morgan, M (2009) merchandise in the Travel and Tourism. Oxford, Heinemann Page 88-90Holbeche L. (1998), Motivating People in scat Organizations, Oxford, Butterworth-Heinemann.Nicholson, I., (2001). Giving Up Maleness Abraham Maslow, Masculinity, and the Boundaries of Psychology. History of Psychology, 2, 79-91http//www.essortment.com/all/leadershipstyle_rrnq.htmPorter K., smith P., Fagg R, (2006) Leadership and Management for HR Professional Leadership and Motivation at workSkinner, B. F. (1953). Science and Human Behavior. New YorkSurridge. M., 2005. AS Business Studies. second edn. London Hodder Arnold.Trade Unions, 2010 Available athttps//www.tuc.org.uk/tuc/unions_main.cfmTurban, Efraim (2002), Electronic Commerce A Managerial Perspective, Prentice Hal l,Vroom, V. H. (1964). Work and motivation. New York Wiley.Wahba, M.A. Bridwell, L. G. (1976). Maslow Reconsidered A Review of research on the Need Hierarchy Theory. Organizational Behaviour and Human act 15, 212-240