MOPO - OutCome 1: Case Study
1) A goal is a long term target. Requires around 1 – 5+ years of work and is often not specific enough to be measured. It is achieved by completing numerous ‘objectives’ within its framework. Goals are set by top level teams of businesses. They are intentions. An objective is a short/mid term target that is more specific and can be measured. They take around 1 – 12 months to complete. Objectives are created by mid and lower level parts of a business, they are made to help achieve a goal given to them by the top tier of the company. Objectives are precise. A way of reviewing goals/objectives is the S.M.A.R.T. system; Specific -intentions;
Measurable – use performance criteria to make sure objectives are being completed according to plan; Agreed – with people responsible for achievement;
Realistic – relevant to needs, and capable of being achieved within time and resources; Timetabled – signposts and final completion date
Policies are ground rules concerning the style in which an organisation will carry out its business or operations. They represent a ‘code of conduct’ or key values.
The goal here is to become an international airline. This target is a long process and will take a lot of time and effort to complete. The way in which Scotia airways will achieve this goal is by creating a plan which will cut down the goal in to doable steps. Then you will delegate sectors of the appropriate work force to begin creating objectives in order to achieve steps of the plan until it has been completed and the goal has been reached. 2) The main principles of Open systems theory are the Input, Process and Output. Input is what we start with in our value creation method. We have substances like raw materials, labour, cargo, etc. In this case we would have aircraft, pilots, passengers, air crew, cargo, etc. The Process is all about how we use our input to create value. In this case we would move passengers and cargo around the world. Output is the final step after the input has undergone the process, and is what we end up with after the process has finished. The final step would produce things like products, services, information but also detrimental creations like waste. For an airline, we would have transported passengers and cargo, increased reputation, income, experience, pollution and other general waste. Although there are external factors that come into play that affect the IPO system. These are SWOT and PEST. SWOT stands for Strength, Weakness, Opportunity and Threats. Strength refers to characteristics of the business or project that help it gain the advantage over any opposition. Weakness is the opposite of strength, things that give you a disadvantage over any opposition. Opportunity means elements that the company/organisation can exploit to its advantage. Threats are elements in the environment that could cause trouble for the business or project. SWOT Factors
Effect on Scotia Airways
One noticeable strength of Scotia is their ability to offer business class travel at competitor’s economy class prices. This could be enough in a lot of cases to sway customers to use Scotia, increasing business. They have developed the ability to work successfully in the regulatory frameworks of the aviation industry as well. Weakness
They are still classed as a small airline, having only 5 aircraft at their disposal. Their status means they won't have the same income, resources and international influence as the bigger airlines. This could make it a severe struggle at times for Scotia to succeed against the giants. Opportunity
Scotia are planning to expand their flight destinations to Eastern Europe and parts of the Middle East. This addition, coupled with their other established strengths, could make Scotia a very attractive looking airline, bringing in hundreds of new customers. Threats
Big threats for Scotia Airways could be elements such as increased fuel prices,...
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