Essays on Qantas Airline Analysis Assignment

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The paper "Qantas Airline Analysis" is a perfect example of a business assignment. There are various issues that arise from the Qantas case. Firstly, there are considerable power and leadership issues that were instrumental in the Qantas crisis situation. Power can be explained using French and Raven's theory that explains five forms of power (Paula 2004, p. 450). The theory explains power as legitimate, expert, referent, coercive, reward. In the Qantas case, expert power could be applied as Alan Joyce was appointed based on his historic performance. In every organization, the executives must exercise their powers accordingly to salvage the existing relationships.

Qantas was in the limelight in the way its CEO, Alan Joyce exercised his powers. For instance, the CEO ordered the grounding of flights when the company was in a crisis. He saw this as a way of saving the company from major collapse if the workers strike had been prolonged (Zeffane et al 2014). The move by Joyce was further supported by Leigh Cliff, the executive chairman of Qantas. This confirmed exercising of powers by the executive leadership that undermined the existing relationships between the management and the employees.

Power should not be used to undermine or intimidate the workers since too much oppression may lead to their revolt. For instance, Alan Joyce used his powers to force the warring parties into arbitration. However, exercising of powers may sometimes work to the advantage of an organisation since the management salvaged this situation that was further supported by the engineers. Alan Joyce and his executives were seen as leaders who undermined the welfare of their staff. The workers were protesting against outsourcing since they saw it as a way of jeopardizing their jobs (Zeffane et al 2014).

However, Alan Joyce appeared to ignore this and acted as a leader who was tough in his decisions. Leadership qualities also came into play in this crisis situation or turbulent times (Sandi 2011, p. 855).

References

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Businessballs 2014, The Psychological Contract, businessballs.com, viewed from http://www.businessballs.com/psychological-contracts-theory.htm

Dixit, M 20 October 2004, Theories of conflict Resolution: An Analysis, INSTITUTE OF PEACE AND CONFLICT STUDIES, viewed from http://www.ipcs.org/article/south-asia/theories-of-conflict-resolution-an-analysis-1531.html

Jollien, A January 17 2013, Edgar Schein: Organisational culture and leadership, viewed from http://thehypertextual.com/2013/01/17/edgar-schein-organizational-culture-and-leadership/

Patrrick, H.A 2008, ‘Psychological Contract and Employment Relationship’, the Icfai University Journal of Organizational Behavior, vol. 7, no. 4, pp. 7-24.

Paula, B 2004, ‘Power and leadership’, Journal of Health Organization and Management, vol. 18, no. 6, pp.447 – 463.

Sandi, M 2011, ‘Leading in Turbulent Times: Lessons Learnt and Implications for the Future’, Leadership & Organization Development Journal, vol. 32, no.8, pp.854 – 855.

Zabid A. R, Murali S, Juliana, J 2003, ‘The influence of corporate culture and organisational commitment on performance’, Journal of Management Development, vol. 22, no. 8, pp.708 – 728.

Zeffane, W. J, Fromholtz, Wiesner, M, Morrison, R & Seet P.S 2014, orgnaisational behavior, Australian 3rd edition, THE QANTAS CRISIS.

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