Toolkit for Public Management

Toolkit for Public Management (case study)1500 words about emirates airlines

Please write a personal case study about emirates airlines
Based on 1- learning, 2- motivation, 3- team, 4-leader power
The case study needs to focus on a single management issue capable of being analysed in terms of one of the perspectives on management provided in Module 1.
I need 1500 words
The central question is “what does the application of the perspective tell us about how well the issue was managed?”
Individuals and the organisation: learning in organisations
Individuals and the organisation: motivations
Teams: decision-making, creativity, dynamics, performing and communicating
Politics, power and leadership

• 1- Individuals and the organisation: learning in organisations
• 1. Perceptual process model:
• Social identity theory, stereotyping and attribution
• Self-fulfilling prophecy
• Johari Window
• 2. Definition of learning
• MARS model
• ABCs of behaviour modification
• Kolb’s experiential learning model
• 3. Workplace emotions
• Cognitive dissonance
• Emotional intelligence
• Job satisfaction
• EVLN responses to dissatisfaction
• Transactional vs. relational contracts


1- Definition of Learning:
A relatively permanent change in behaviour (or behaviour tendency) that occurs as a result of a person’s interaction with the environment.

2- Learning and Behaviour:
Learning affected behaviour through three MARS model elements:
a. Ability – learning increases skills and knowledge
b. Role perceptions – learning clarifies roles and priorities
c. Motivation – learning is necessary for some need fulfilment

3-Behaviour Modification
• We “operate” on the environment
– Alter behaviour to maximise positive and minimise adverse consequences
• Learning is viewed as completely dependent on the environment.
• Human thoughts are viewed as unimportant.

4-Developing a Learning Orientation
• Value the generation of new knowledge
• Reward experimentation
• Recognise mistakes as part of learning
• Encourage employees to take reasonable risks

2- Individuals and the organisation: motivations
1. Theories of motivation
Maslow’s hierarchy of needs
Four-drive theory
Learned needs theory
Expectancy theory of motivation
Goal setting and feedback
Organisational justice
2. Rewards theory
Performance-based rewards
Job design
3. Work-realted stress and Stress management
General adaptation
Stress management strategies
Challenges of Motivating Employees
• Revised employment relationship
– Due to globalisation, technology, restructuring
– Potentially undermines trust and commitment
• Flatter organisations
– Fewer supervisors to monitor performance
• Changing workforce
– Gen-X/Gen-Y bring different expectations

Maslow’s Needs Hierarchy Objectives
• Holistic
– Integrative view of needs rather than studying each need in isolation of others
• Humanistic
– Responses to higher needs are influenced by social dynamics, not just instinct
• Positivistic
– Need gratification is just as important as need deprivation

How Four Drives Affect Needs
1. Four drives determine which emotions are automatically tagged to incoming information
2. Drives generate independent and often competing emotions that demand our attention
3. Social skill set determines how to translate drives into needs and effort

3- Teams: decision-making, creativity, dynamics, performing and communicating
• Rational choice decision process
• Employee involvement model
• Harnessing creativity
• Team effectiveness model
• Stages of team development
• Self-directed teams
• Trust
• The trouble with teams
• 2 types of conflict
• Communicating
• Communication media and richness

4- Politics, power and leadership
• Model of power in organisations
• Different sources of power
• Contingencies of power
• Influence and tactics of influence
• Organisational politics
• The conflict process and managing conflict
• Bargaining zone model
• Leadership model 1: 7 competencies
• Leadership model 2: behaviour
• Leadership model 3: contingency e.g. path-goal leadership
• Leadership model 4: Transformational leadership

• The Meaning of Power
• Power is the capacity of a person, team or organisation to influence others.
• The potential to influence others
• People have power they don’t use and may not know they possess
• Power requires one person’s perception of dependence on another person

What is Leadership?
• Leadership is the ability to influence, motivate and enable others to contribute toward the effectiveness of the organisations of which they are members.

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