Organisational Change: Development and Transformation
ASSIGNMENT – 3
ORGANISATIONAL BEHAVIOUR
MGT 5000
STUDENT NAME- VINDHYA DIXIT
STUDENT ID - 599971
Task 1.1: “Qantas has grown to be Australia's largest domestic and international airline. Founded in the Queensland outback in 1920. Registered originally as the Queensland and Northern Territory Aerial Services Limited (QANTAS), Qantas is widely regarded as the world's leading long distance airline and one of the strongest brands in Australia.” “Alan Joyce -- Chief Executive Officer --- Alan Joyce was appointed Chief Executive Officer and Managing Director of Qantas in November 2008.He is a Member of the Safety, Health, Environment and Security Committee. Mr Joyce is a Director of a number of controlled and associated entities of the Qantas Group, and a former Director of Jetstar Pacific Airlines”
The power bases of Alan Joyce
Being the CEO, Alan Joyce had the power, authority and also power to influence. He used this to make tough business decisions and implemented the same in the organisation. As seen in the case study here are some of the powers Alan Joyce depicted. * Legitimate power: It is the right to command. This power has the right to influence the employee. Directors have legitimate power over the C.E.O. In similar manner the CEO has legitimate power over all organisational resources and hierarchy.
Alan Joyce the C.E.O had this legitimate power which he had utilized to make his decision to close the company.
“On 29 November 2011, Qantas chief executive Alan Joyce made the decision to ground the airline’s entire fleet. This action stranded 68,000 passengers around the world and locked out Qantas employees in response to the protracted industrial dispute.” * Power Authority and Obedience: power implies to control behaviour of others. Authority grants such control through managerial position and legitimate power. Tendency to follow command from the superior determines obedience.
Alan Joyce had the legitimate power which gave
ORGANISATIONAL BEHAVIOUR
MGT 5000
STUDENT NAME- VINDHYA DIXIT
STUDENT ID - 599971
Task 1.1: “Qantas has grown to be Australia's largest domestic and international airline. Founded in the Queensland outback in 1920. Registered originally as the Queensland and Northern Territory Aerial Services Limited (QANTAS), Qantas is widely regarded as the world's leading long distance airline and one of the strongest brands in Australia.” “Alan Joyce -- Chief Executive Officer --- Alan Joyce was appointed Chief Executive Officer and Managing Director of Qantas in November 2008.He is a Member of the Safety, Health, Environment and Security Committee. Mr Joyce is a Director of a number of controlled and associated entities of the Qantas Group, and a former Director of Jetstar Pacific Airlines”
The power bases of Alan Joyce
Being the CEO, Alan Joyce had the power, authority and also power to influence. He used this to make tough business decisions and implemented the same in the organisation. As seen in the case study here are some of the powers Alan Joyce depicted. * Legitimate power: It is the right to command. This power has the right to influence the employee. Directors have legitimate power over the C.E.O. In similar manner the CEO has legitimate power over all organisational resources and hierarchy.
Alan Joyce the C.E.O had this legitimate power which he had utilized to make his decision to close the company.
“On 29 November 2011, Qantas chief executive Alan Joyce made the decision to ground the airline’s entire fleet. This action stranded 68,000 passengers around the world and locked out Qantas employees in response to the protracted industrial dispute.” * Power Authority and Obedience: power implies to control behaviour of others. Authority grants such control through managerial position and legitimate power. Tendency to follow command from the superior determines obedience.
Alan Joyce had the legitimate power which gave
References: 3. ABC (2011) what is the Qantas dispute all about? <Http://au.finance.yahoo.com/news/What-Qantas-dispute-abc-2933944078.html?x=0> ABC Updated October 31 4 7. Leo D 'Angelo Fisher (2011) Fair Work found wanting, BRW, 03 Nov 2011 <http://www.brw.com.au/p/sections/fyi/fair_work_found_wanting_mxx3pRfvr30HigUcXNycNL> 8 9. Managing Organisational Behaviour, 2012, Queensland, University of Southern Queensland. 10. Leo D 'Angelo Fisher (2011) Fair Work found wanting, BRW, 03 Nov 2011 <http://www.brw.com.au/p/sections/fyi/fair_work_found_wanting_mxx3pRfvr30HigUcXNycNL> 11