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Southwest University of Finance and
Economics
SQA HND
F84T 34:
Managing People and
Organisations
Guidance to
Students
Please read this
section very carefully.
If
there are any points which are
not
clear to you, contact the relevant tutor for help
without delay.
When
this assignment is graded, the tutor
will assess the work you have done on
the basis that you are aware of having
understood the conditions outlined
below:
1)
Type of Assessment
This assignment will be individual and
open-booked.
2)
Nature of Tasks
The assessment task is consisted of 3
groups of structured questions
which are all based on a case study of
a airline company in Scotland
—
Scotia
Airways..
3)
Format and
Presentation of Task Answers
Candidates must provide a satisfactory
response to all of the items in response to
each specific question. The assignment
should be
word-processed, font size 12,
line spacing: 1.5 lines.
1
4)
Evidence Requirements
Outcome 2
:
?
Explain and
apply an appropriate content and an appropriate
process theory
of motivation to explain
individual behaviour in a given situation.
?
Highlight methods which management can
use to improve job performance in
a
given situation and explain their suitability
?
Accurately
explain
the
importance
of
teamwork
and
apply
it
to
a
given
situation.
?
Identify and
analyse at least three factors that affect team
cohesiveness and
performance in a given
situation and examine their influence.
5)
Case study
Scotia Airways is a small private
airline based in Glasgow, Scotland. The
airline
was launched in May
1996 by a group of independent business investors.
The
headquarters of Scotia Airways is
located next to Glasgow International Airport.
The
airline
operates
scheduled
flights,
mainly
targeting
business
and
leisure
travellers and aims to provide
exceptional value for money, unparalleled comfort
and convenience to its passengers,
every time they are on board.
Scotia Airways initially
established itself in the UK domestic market but
now flies
directly
to
some
of
the
well
known
commercial
hubs
of
Europe,
thereby
connecting
them
to
the
main
cities
of
Scotland.
The
airline
has
an
increasing
presence
at
Scotland’s
main
airports
in
Glasgow,
Edinburgh
and
Aberdeen.
It
offers several value added services,
such as, valets to assist the
passengers
in
boarding
the
plane,
gourmet
meals
and
a
range
of
in-flight
services
and
entertainment.
Scotia
Airways
is
the
first
airline
to
offer
full
business
class
services, but at prices that are
equivalent to the economy class of its
competitors.
The airline
currently covers eight destinations across Europe,
including Brussels,
Paris, Frankfurt,
Madrid, Rome, Lisbon, Amsterdam and Copenhagen as
well as
2
domestic flights to Manchester,
Birmingham, Bristol and four London airports. The
airline
has a
fleet of five aircraft which
the management team
feel
enables the
business to be responsive
to the demands and challenges of the market.
Future
opportunities seem likely as the
EU and UK government relax their control over
the licensing of airline provision.
When the
investors first decided to set up Scotia Airways,
they had a clear idea
that business
travel was a growth area. They set about
appointing a management
team whose
experience and expertise was firmly grounded in
the budget aviation
market.
The
airline
currently
employs
80
staff
across
all
departments.
Its
expansion over recent
years has seen the company commit significant
resources
to the marketing and sales
department, its finance department, and its
operations
department in an attempt to
ensure it has kept up with customer demands. There
has been an increase in staffing
levels, an increase in budgets and an increase in
capital investment.
It
currently employs executives and managers in
marketing,
finance, HR and flight
operations with operational and administrative
staff within
each department.
Rosa Dallevic is in overall charge,
assisted by
her long-term
colleague,
Azim
Ishtiaq.
She
has
also
employed
the
same
personal
assistant,
Katrin Wright,
since she joined Scotia and
this has
helped promote consistency
and continuity.
One
of
the
main
strengths
of
Scotia
Airways
has
been
its
ability
to
work
successfully
within
the
regulatory
frameworks
of
the
aviation
industry.
It
has
developed
a reputation for its strict adherence to the UK
civil aviation standards,
the
level
of
service
provision
it
offers
over
and
above
the
minimum
consumer
travel
protection
schemes
and
its
proactive
role
in
identifying
and
meeting
customer needs. A
key driver of the success of Scotia Airways is the
management
focus
upon
the level and quality of service
output. Senior
Management agrees
output
targets
with
middle
and
junior
managers
and
staff,
and
allows
the
operational planning
to be
determined by those
managers and
employees. The
targets for scale of
provision, passenger volume and market share are
determined
3