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Aviation Management Masters program.

Organisational Behaviour and Human Resource Management (OB&HRM).

Prepared by : Rashid Saleh Rashid
Presented to : Dr. Alison Thirlwall.
Table of contents
1. Executive Summary…………………………………………………………………………………..3 2. Introduction………………………………………………………………………………..… 4
3..Organisational behavior….……………………………………………….……………4
a)Teamwork…………………….………………………………………………………….. …....4
b)Organisation culture…………………………………………………………………...…..4
c)Management style……………………………………………………………………….…….5
d)Change………..……………………………………………………………………………..……7
e) Training……………………………………………………………………………………………9
f) Communication……………………………………………………………………………….10
g)Leadership ……………………………………………………………………………………..11
4) Recommendations……………………………………………………………………………….13
5) Conclusion………………………………………………………………………………………………15
5) References……………………………………………………………………………………………….16

1. Executive Summary:
In this report, the structure and organisational behaviour of the DSS consulting will be analysed in order to know what the main reason was for CEO “Meg Cooke” to take the decision, at a very late stage, of not going forward with the product that Southwest Region team has developed for scheduling and budgeting. The decision came when the beta version of the product was going to be launched to one of the district for testing after Southwest Region team exerted extensive efforts until product was finalised and became ready for testing. Also, the report will analyse the behaviour of Meg of not elaborating on why such decision was taken, based on inputs from other teams that the areas of districts those teams have worked in didn’t show interest in this product , given the fact that the other teams have no idea about the product of Southwest Region team. Management style followed by Meg was not the optimum one as she was supposed to discuss the progress of the report more regularly and extensively with the Chris (Southwest Region team leader) and interfere in the right time should she feel that the project is not convincing enough. The proposed solution will be improving the management style of Meg as her way of deciding not to go ahead with Southwest Region product was tending to be authoritarian. In addition, improving communication management between the teams and CEO by having well-defined communications channels, e.g. weekly meetings in which the products of each team are made known to all the team leaders. In addition to that, the opportunity will be given to each team leader to clarify his team position in case an ambiguity arises regarding his team role or products which are delivered by his team .This will enable the decision taker (CEO) to have a clear picture of the cross functional teams position at all times to avoid delayed interference or decisions based on inaccurate inputs. Leadership abilities need also to be enhanced given the various expertise within teams versus the way the management follows to take decisions. The teams cross relations should be enhanced in order to provide support to other teams and enable the various teams to have an idea about the other teams’ activities which will improve the integration of activities of all teams with the overall company’s strategy. Group training may be suggested in order to let every team member share the other teams the ideas about the activities and objectives of each team by which a better understanding to each team’s role can be achieved. In addition to that, more respect and appreciation towards each team can be established due to understanding the exact role which is played by that team.

2. Introduction:
DSS is a consulting company formed in 1997 which is made of four departments. Due to some changing circumstances, the workforce was divided to functional teams with Meg Cook who was in charge of the position of the CEO of DSS. Chris Peterson, head of Southwest...
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