Prior to 767 somewhat arbitrary break at 100 seats DC-9 (2 person crew-pilot, co-pilot u B-727 3 person crew-pilot, co-pilot, flight engineer) B-757/767 Designed for 2 person Crew u Use of automation and simplified systems so minimize systems management u Use of advanced Cockpit to Increase Sa and make primary flight tasks

Organizational Conflict Conflict exists in situations where goals, interests or values of people are incompatible and they block other's efforts to achieve their goals Some level of conflict is inevitable given the wide range of goals in a firm Some conflict is good for organizational performance Too much causes managers to spend much time responding to conflict

Information and the Manager e Data raw facts such as the number of customers Information: data arranged in a meaningful fashion Good information possesses these attributes o Information Quality: measures information accuracy and reliabilit

Importance of Good Communication o Good communication allows a firm to a Learn new skills and technologies a Become more responsive to customers Improve quality of their product or service Foster innovation eFfective communication is needed by all Managers Irwin/McGraw-Hill

Leadership Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals. Effective leadership increases the firm' b ability to meet new challenges. Leader: The person exerting the influence Personal Leadership style: the ways leaders choose to influence others Some leaders delegate and support subordinates, others are very authoritarian Managers at all levels have their own Irwin/McGraw-Hill leadership style

Personality traits Personality Traits: Characteristics that influence how people think, feel and behave on and off the job. Include tendencies to be enthusiastic demanding, easy-going, nervous, etc. Each trait can be viewed on a continuum, from low to high There is no \wrong trait, but rather managers have

Organizational Control Managers must monitor evaluate Are we efficiently converting inputs into outputs? Must accurately measure units of inputs and outputs. Is product quality improving e Are we competitive with other firms? Are employees responsive to customers? customer service is increasingly important. Are our managers innovative in outlook? Does the control system encourage risk-taking

The planning process Planning is the process used by managers to identify and select goals and courses of action for the organization The organizational plan that results from the planning process details the goals to be attained o The pattern of decisions managers take to reach these goals is the organizations strategy

Ethics and stakeholders sTakeholders: people or groups that have an interest in the organization Stakeholders include employees, customers, shareholders, suppliers, and others Stakeholders often want different outcomes and managers must work to satisfy as many as possible Ethics: a set of beliefs about right and wrong. Ethics guide people in dealings with stakeholders and others, to determine appropriate actions Managers often must choose between the conflicting interest of stakeholders Irwin/McGraw-Hill CThe McGran-Hill Companies, Inc, 2000

Organizational Environment Organizational Environment: those forces outside its boundaries that can impact it. Forces can change over time and are made up of Opportunities and Threats. Opportunities: openings for managers to enhance revenues or open markets. New technologies, new markets and ideas. Threats: issues that can harm an organization. economic recessions, oil shortages