...Contents 1. What is Human Resource Management? 3 2. Brief Introduction of Abu Dhabi Aviation 3 2.1. Structure of the Organization 3 2.2. Strategic Plans of the Company 4 2.3. Overview of HR Planning and Management 5 3. Strategic HR Plans and Organizational Structure. 5 4. Challenges that are faced by Human Resources Department 6 4.1. Managing Workforce and Retention 6 4.2. Work Culture and Diversity 6 4.3. Stress 6 4.4. Maintaining Ethics and Values 6 5. Internal Factors affecting Human Resource 6 6. External Factors affecting Human Resource 7 7. Emerging Human Resource Trend in UAE 7 8. Recruitment Trends 7 Bibliography 8 1. What is Human Resource Management? Human Resource Management is a department of an organization that focuses on internal factors of the organization like recruitment, management of employees and provides direction to the workforce. Human Resource Management also takes care of the benefits of the employees such as compensation, safety, wellness, training and motivation towards work. In other words, Human Resource Management is comprehensive and strategic approach to manage workplace people and maintain the environment of the organization effectively. (Susan, 2014) 2. Brief Introduction of Abu Dhabi Aviation Abu Dhabi Aviation is the one the largest commercial helicopter operator in the Middle East situated in Abu Dhabi, United Arab Emirates. Abu Dhabi Aviation has its base in Abu Dhabi International...
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...ASSIGNMENT DUBAI AIRPORT COMPANY STUDENT NAME: ID: DATE: SUBMITTED TO: Dubai Airports Company * Introduction: I am working as a coordinator between the department and its employees and my objective is help the employees and the management to remove the communication gap. In this research we will analyze the history of the company, its organizational environment, governance structure, strategy and performance and as a result of our discussion and result, the way forward for the future. My detailed research about the company is as follows: Dubai Airport Company was established to take control of: * Dubai Cargo Village It is the first cargo handling facility of Middle East to be awarded with ISO 9002 and was build in 1990. It is considered as most technologically highly developed handling cargo facilities. The company is designed to handle about 150,000 tonnes of cargo each year. * Dubai International Airport Dubai International Airport is the world busiest airport serving Dubai, United Arab Emirates and all over the world. It is ranked as 3rd busiest airport of world and on 6th number due to busiest cargo activities. The airport was inaugurated in 1966. The airport has capacity of 75 million passengers annually and consists of three terminals and is major contributor toward increasing economy of Dubai. * Al Maktoum International Airport Is the international airport in Jebel Ali which is situated 37km southwest of Dubai and was...
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...Table of Contents 1. Introduction 1 2.1. Company background 2 2.2. Key strategies 2.3. Business process 2. Main discussion 3.4. AirAsia’s strategic decisions in offering short-haul services 3.5. AirAsia X’s strategic decisions in offering long-haul services 3. Recommendation for future growth of AirAsia 4. Conclusion References 1. Introduction 1.1. Company background In the year 1993, AirAsia was founded by DRB-Hicom which is a government owned conglomerate. The first operation of the company was started on 18 November 1996. Since the year 2001, AirAsia has been expanding its business rapidly and until the present AirAsia group has been recognized as one of the largest low fare airlines in the Southeast Asia. AirAsia offers both domestic and international flights. In addition, everyday with 72 aircrafts the company operates scheduled more than 400 flights and AirAsia has served more than 55 million guests from different nations. Particularly, the company pointed out the low fare business concept, hassle-free or no-frills as the major components of the business (AirAsia, 2016). The vision of AirAsia group is to perform as one of the largest low cost carrier in Asian airlines industry, as well as the company aims to provide its low cost airline services to billions of customers who are served with high fares. Further, the mission of AirAsia is to be recognized as a global brand which offering the lowest...
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...Strategic Analysis Report Flux Consulting – Airline Division Queensland University of Technology MGB309 – Strategic Management Pei San Chew – 0 8000492 Tutor: Christophe Garonne (Tutorial 8) Word Count: 2160 1.0 Executive Summary The air transportation industry within Australia is highly competitive. However, there is solid evidence and a strong indication that Virgin Australia can seize power over the current market and outrun its competitors for its long-term survival. Virgin Australia should optimise opportunities and remain competitive by either strengthening its alliance with SIA or outsourcing to a specialist company in ground handling. The key challenge for the company is to create strategies that ensures effectiveness. The strategies will draw upon previous internal and external analysis conducted and focus on developing strategic alliances and strategic outsourcing. This report analyses the benefits and limitations of these potential strategies and provides practical recommendations to ensure long-term strategic sustainability. The results of the evaluation between the two strategies illustrate that the first strategy is more appropriate for Virgin to be sustainable in the long-term. There are several advantages that Virgin possesses which includes its strategic alliance’s strong position in the Asian market, and its ability to integrate newly planned flight routes. This means that Virgin is able to benefit from the strengths of its alliance. Moreover...
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...BACHELOR OF AVIATION MANAGEMENT (HONS) Semester 1 No. Subjects 1 2 3 4 5 6 Bahasa Kebangsaan A Islamic Studies / Moral Studies Technical Communication Co-Curriculum 1 Introduction to Aviation Industry Principles of Management Credit 3 3 2 1 2 2 2 2 17 Semester 2 No. Subjects 1 2 3 4 5 6 Professional Communication 1 Mandarin 1 Business Ethics Principles of Economics Applied Statistics Principles of Management Information System 7 Human Resource Management 8 Principles of Accounting & Finance Total Credit 2 1 2 2 2 2 2 2 2 17 7 Principles of marketing 8 Principles of Logistics Total 9 Law of Contract Semester 3 No. Subjects 1 2 3 4 5 6 Malaysian Studies Professional Communication 2 Air Transport Policy Aviation Economics Human Factors in Aviation Aviation Regulations Total Credit 3 2 3 3 3 3 17 Semester 4 No. Subjects 1 2 3 4 5 6 7 Mandarin 2 Co-Curriculum 2 Technopreneurship Aviation Finance Air Transport Planning Aviation Marketing Aviation Security & Safety Total Credit 1 1 2 3 3 3 3 16 Semester 5 No. Subjects 1 2 3 4 5 Air Freight Logistics Aircraft Maintenance Management Project Management Strategic Management Air Transport Management Total Credit 3 4 3 3 3 16 Semester 6 No. Subjects 1 Industrial Training Total Credit 6 6 Semester 7 No. Subjects 1 2 3 4 5 6 Credit Semester 8 No. Subjects Credit 2 4 3 3 3 15 Airport Planning & Design 3 1 Innovation Management Warehouse Management 3 2 Final Year Projects Management of Quality 3 3 Elektif 2 Airport Management 3 4 Elektif...
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...| | | | | | | | | | | | | | | | ------------------------------------------------- Dynamics of Strategy * Evaluation of external business environment of Boeing * A critical assessment of the strategic resource capability (strategic fit) * Provide detailed recommendations after assessment of the feasibility, acceptability and suitability of Boeing * A detailed implementation plan NOTE: SEE APPENDICES FOR DETAILED ANALYSISFor Assignment or Dissertation Help, Please Contact: | Muhammad Sajid Saeed+44 141 4161015Email: tosajidsaeed@hotmail.comSkype ID: tosajidsaeed | | TABLE OF CONTENTS 1. INTRODUCTION------------------------------------------------------------------------------------- 03 2. VISION, MISSION, GOALS, AND OBJECTIVES ----------------------------------------------- 03 3. STRATEGIC ANALYSIS ----------------------------------------------------------------------------- 04 3.1 INTERNAL ANALYSIS -------------------------------------------------------------------- 04 3.1.1 RESOURCE-BASED VIEW ---------------------------------------------------- 04 3.1.2 VALUE CHAIN ANALYSIS ----------------------------------------------------- 06 3.1.3 FINANCIAL ANALYSIS --------------------------------------------------------- 07 3.2 EXTERNAL ANALYSIS -------------------------------------------------------------------- 08 3.2.1 PEST ANALYSIS ---------------------------------------------------------------- 08 3.2.2 PORTER’S FIVE FORCES...
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...Strategic Management on Qantas Airway Qantas Airway Strategic Management BUSM 3125 Group Assignment 2 Jonathon Reid Sindra Hao Ming Lee – S3301727 Table of Content Executive Summary 3 Background Information 4 SWOT Analysis 5 PESTEL Framework Analysis 6 Porter’s Five Forces Analysis 9 Qantas’ Strategic Capabilities 12 VRIN Model 14 Qantas’ Value Chain 16 Qantas’ Generic Strategies 17 Conclusion 19 Reference List 20 Executive Summary This report is going to provide a fundamental analysis inboth external and internal factors that influence Qantas Airway in competing in the aviation industry. The PESTEL framework is applied to identify how issues in the political, economic, social,technological, environmental and legal environment may affect the industry within which Qantas operates. Moreover, Porter’s five forces model also helps identify the attractiveness of the airline and aviation industry related to five competitive forces: the threat of entry, the threat of substitutes, the power of buyers, the power of suppliers and the intensity of rivalry among competitors in the existing industry (Johnson, Whittington & Scholes 2011). The external analysis is essential to determine Qantas’ opportunities and threats. Whereas the internal analysis includes understanding Qantas’ resources and competences that are likely to provide sustainable competitive advantage, identifying Qantas’ competitive position using VRIN model (value, rarity, inimitability and non-substitutability)...
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...0 Strategic Management Indian Aviation Industry Group 1 Section B Strategic Management 1 Program & Batch PGDM 2014-16 Term IV Course name SM Name of the faculty Shalini R. Tiwari Topic/Title Indian Aviation Industry- A Strategic Perspective Original or Revised write-up Original Group Number 1 Contact no. or Email Id of Group Coordinator +91 8130083855 ft14mayankshekhar@imt.ac.in Group Members Sr. no. 1 Roll no. Name Vicky Roy 140102140 2 Nitish Nihal 140103119 3 Ankush Bansal 140103024 4 Mayank Shekhar 140101098 5 Priyanka Thaman 140102135 6 Deepak Jhunjhunwala 140102041 2 Contents Executive Summary……………………………………………………. 3 Indian Civil Aviation Sector- Chronology of events…….. 4 FDI Regulations………………………………………………………….. 6 Growing Low Cost Carrier Market share……………………. 6 Air Turbine Fuel Price trends……………………………………… 7 Rupee depreciation…………………………………………………… 7 LCC Strategies…………………………………………………………… 7 Financial Analysis……………………………………………………… 8 Current Transformation……………………………………………. 9 Industry Estimations…………………………………………………. 11 The Indian Advantage- The Four Big Prospects…………. 13 Evolution of the Indian Aviation Sector…………………….. 15 Strategic Grouping of Six Major Airlines……………………. 16 Six Major airports……………………………………………………… 16 Passenger traffic……………………………………………………….. 17 Freight traffic…………………………………………………………….. 18 Aircraft movement…………………………………………………….. 19 Private Sector players………………………………………………… 19 Airports-...
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...finance relations at ministry of finance and a board member of Emirate group. * H.E Ahmed Yousaf Al Hosni. He currently holds the position of assistant undersecretary transport department I the civil aviation society and a board member. The board of director are not actively involved in the day-to-day management of the emirate groups, but they oversee its smooth operations. Although their involvement is not actively, they have to rubber-stamp some of the decisions made at the top management before they are implemented. The board members do not own any shares or stock in the group because, the group is entirely owned by the government. As stated above, the board members are people drawn from different areas and they have experiences and skills in directing the management of the group in making important decisions. The management of emirates includes the board of directors and the top management personnels. At the peak of the leadership of the emirate groups, the following people are the members of the top management. * HH Sheikh Ahmed bin Saeed Al Maktoum. Currently he is the chair and the chief executive officer of Emirate Airline & group. He has been in the management of airline industry from 1985 when he was elected as the chairperson of Dubai Department of civil aviation. He brought in a lot of experience...
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...Qantas Airway Strategic Management BUSM 3125 Group Assignment 2 Jonathon Reid Sindra Hao Ming Lee – S3301727 Table of Content Executive Summary 3 Background Information 4 SWOT Analysis 5 PESTEL Framework Analysis 6 Porter’s Five Forces Analysis 9 Qantas’ Strategic Capabilities 12 VRIN Model 14 Qantas’ Value Chain 16 Qantas’ Generic Strategies 17 Conclusion 19 Reference List 20 Executive Summary This report is going to provide a fundamental analysis inboth external and internal factors that influence Qantas Airway in competing in the aviation industry. The PESTEL framework is applied to identify how issues in the political, economic, social,technological, environmental...
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...making enterprise, Kingfisher has now been recorded as a non performing asset (NPA). Kingfisher entered its worst ever crisis since October last year - By early 2012, the crisis had got so bad that the airline accumulated total losses of over $ 1.27 billion. Moreover, the market share of Kingfisher airlines in the Indian aviation sector fell drastically – while it boasted of having the second largest market share in October last year, its market share has now fallen to the lowest of any Indian airline in April. To make things worse, the airline has had to cut the number of its flights to about 120 a day, down from about 340 daily flights. (Hatif T, 2012; Parija P, 2012 ). There were a large number of flight cancellations too. In addition, in May 2012, the Indian aviation director even threatened Kingfisher that it would lose its flying slots if it did not pay the income tax of Rs 269.06 immediately. (Anonymous, 2012; Munshi N, 2012) Kingfisher’s market share in the Indian aviation sector in 2009 (domestic operations) Kingfisher’s market share in the Indian aviation sector in 2011 (domestic operations) Kingfisher’s market share in the Indian aviation sector in 2012 (domestic operations) Kingfisher has been declared as a non performing asset (NPA) by the...
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...2513BPS s2793459 Griffith University Etihad Airways A report on one of the world’s leading airline management systems Prepared by: Course Number: Course Convenor: Course Lecturer: Associate Lecturer: Word Count: Due Date: Extension Approved: Joel Sinclair 2513BPS Mr B Ginn Mr D McBrien Ms P Milton 3004 4 May 2012 14 May 2012 th th i 2513BPS s2793459 Executive Summary The purpose of this report is to review the management system of Etihad Airways. The report analyses Etihad Airways and draws information, justification, and conclusions from the company documents and academic resources. The report is 3000 words, and should be considered by the reader to be a broad overview of the company. The analysis conducted considered organisation background, and how that impacted organisational culture, and structure. In addition to this, the report outlined strategic management and how Etihad Airways stands out in the aviation industry. The report found that Etihad Airways has an Islamic background, that is evident in the fact Etihad is a state- owned airline, established by royal decree in Abu Dhabi. Despite the fact traditional Islamic views were depicted in accessibility of prayer rooms and announced prayers before departures etc., Etihad Airways showed evidence that they sought to accommodate for western culture. This was reflected in...
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...describe the steps of the planned change process a) Recognize the need for change. The top management level recognized the need of a change. The San Diego County Regional Airport Authority (SDCRAA) was created by a California state law in October 2001. In this case, the change was motivated for the need to be seen differently in the marketplace. b) Develop the goals of the change. It was necessary to determine the importance of the change. Two broad but interdependent categories of initial activity emerged: developing the transition plan and dealing with the legal and regulatory issues. Both problems and improvement chances were evaluated and made. The group lead by Thella Bowens understood the importance of SDCRAA quickly becoming a standalone agency and recommended revising the existing strategic plan, to hire staff to research, discuss, and create a transition plan, and to conduct retreats with employees from multiple organization levels. c) Select a change agent. The change agent is the person who takes leadership responsibility to implement planned change. Thella Bowens was the senior director of the Aviation Division within the Port of San Diego International Airport that was responsible for operating the change. She was well positioned to lead this effort and she took the senior team from the old Aviation Division to an off-site workshop to discuss the creation and management of an effective transition process. Later, the Senior team member Angela Shafer-Payne, then...
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...these organizations as well as investigating the factors responsible for the present level of adoption of these technologies in the organizations. Globalization of the social economy will further increase during the 21st century. The mission of international air transportation will become more important, and all airports around the world will have a significant role to play. Furthermore, it is predicted that air transportation demand in the world will double over the next 15 years. In the meantime, since the September 11, 2001 terrorist attacks on the United States, the environment surrounding the aviation industry has become very severe and has caused adverse impact to the entire aviation industry. Security at airports has been reinforced in all aspects, significantly deteriorated on-time performance, caused mass congestion at the airport, and caused a drastic increase in aviation management and operational costs. Owing to...
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...|Project Title | | | |A Two-year strategic Plan on Sustaining Leadership and Competitive Advantage for Cathay Pacific | |Background | | | |Cathay Pacific Airways announced 2014 annual results in March 2015, the company stated that the business outlook for 2015 looked to be improved when| |compared to the previous year. However, a number of factors had a significant negative impact on their business. | | | |The principal adverse factors were reduced passenger yield, the continued high fuel price and the increased competition on Hong Kong routes and | |within the region have led to price wars in a climate of economic uncertainty. The Hong Kong-based airline faces a potentially more daunting...
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