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Business Report on Manchester Airport PLC.

Extracts from this document...


Business Report on Manchester Airport PLC Contents 1.0 Introduction 2.0 Terms of Reference 3.0 Procedure 4.0 Findings 4.1 The ownership of the business 4.2 Business Objectives 4.3 Organisational Functions 4.4 Organisational Structure, Culture and Management Style 4.5 The impact of ICT on the internal and external communications of the business 4.6 Operations and quality 5.0 Conclusions 6.0 Recommendations Introduction Terms of reference Procedure 1.0 Introduction Manchester Airport is managed by Manchester airport (PLC) and owned by 10 Metropolitan Boroughs, it was in 1934 that the Manchester city airport approve the building of approved the building of Ringway Airport (original), which was opened in 1938 with the completion of the original terminal. The airport flies to 175 destinations worldwide and is used by more than 300 tour operators and 90 airlines. These are the Councils who own Manchester Airport The Council of the City of Manchester - 55% The Borough Council of Bolton - 5% The Borough Council of Bury - 5% The Oldham Borough Council - 5% The Rochdale Borough Council - 5% The Council of the City of Salford - 5% The Metropolitan Borough Council of Stockport - 5% The Tameside Metropolitan Borough Council - 5% The Trafford Borough Council - 5% The Wigan Borough Council - 5% 2.0 Terms of Reference I have to produce a business report of Manchester Airport. My business report will contain the objectives, organisational structure, culture and communication channels that operate within the business. An examination of how all these factors interrelate in a way that can affect the success of the business. An explanation of how quality assurance and control systems help the business to add value to its products, Consideration of alternative methods of quality, assurance and control. Consideration of how well the business is meeting its objectives. An explanation of the impact of ICT upon the internal and external communications of the business. ...read more.


If they adopt the central principles of McGregor's Theory X (direction and control through a centralised, hierarchical organisational structure, and the exercise of authority through sanctions and rewards), it is likely to result in an exploitative or authoritarian style of management. In a highly competitive world, where customers are more demanding and employees better educated and more independent, there has been a change in the traditional boss-subordinate relationship. The result has been a move towards more responsive organisational structures, with flexible working, and the need for greater employee involvement. These developments place greater emphasis on adopting a Theory Y approach, which attempts to integrate individual and organisational goals, requiring an inclusive, and participative, management style, based on trust and confidence in subordinates, rather than a traditional command and control. The emphasis is on: * Motivation, based on delegation and empowerment * Rewards and incentives for the achievement of agreed goals * Participation * A high degree of teamwork and communication. Responsibility for achieving the goals of the organisation is pushed down to all levels of the organisation. This participative style of management, which emphasises both' task' and 'people', is more likely to effectively harness the human resources of an organisation in order to achieve its objectives. A CONSULTATIVE STYLE Whilst there are many different management styles employed at the Airport, the overall management style is generally consultative, midway between the authoritative and democratic styles. Consultative managers seek to confer with the team and other people before making or implementing a decision. They need to have good interpersonal and listening skills in order to understand the concerns of their peers and subordinates, as well as to draw on their expertise and commitment. To do this, managers at the Airport use mechanisms such as newsletters, team briefings, suggestion boxes, consultative committees, chief executive's breakfast etc. Managers generally employ a Theory Y approach, showing a good deal of trust in their staff subordinates, motivating them with rewards, recognition and incentives. ...read more.


TQM (total quality management) has been defined by Mullins as: "A way of life for an organisation as a whole, committed to total customer satisfaction through a continuous process of improvement, and the involvement of people". TQM is the way of managing for the future, and is wider in its application than just assuring a product or service quality, it is a way of managing people and business processes to ensure complete customer satisfaction internally and externally. TQM combined with leadership, results in an successful organisation doing the right things right, first time, and every time, happy customers which keeps them coming back for more. The essential components involved in TQM are creating a quality culture so that every employee will seek to make the customer happy, communication of the quality message, putting the customer at the heart of the production process, getting it right first time, leadership and the commitment. Everyone in the organisation needs to be involved, quality chains, process alignment, and management of the customer-supplier relationships, quality and performance management system: the installation of rigorous quality standards, testing and controls to ensure and verify customer requirements are being met, making continuous improvements. The benefits of using TQM are: Improved quality Increased productivity Reduction in waste and complaints due to zero defects Increased profits A more competitive and responsive business A more motivated workforce Release of employee potential TQM can be difficult, costly, and take a long time to implement, as radical changes may be required in the organisation like: The introduction of new systems, processes and ways of doing things The need to eliminate barriers between departments and functions by improving communications and teamwork A readiness on the part of everyone to accept constant change and continuous education and retraining Resistance: a change in culture and management style could be required Complete and permanent commitment from top management and the involvement of all staff etc. For: Mr John Little / Tutor Ref: BAW 1 From: Hayley Cassidy Date01/05/2007 ...read more.

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