AST 307

Airport Operations

Professor Greg Schwab

Management FunctionsAnd Principles

• FIVE FUNCTIONS OF MANAGEMENT– PLANNING– ORGANIZING– STAFFING– LEADING– CONTROLLING

Planning

• The process of selecting and developing the best course of action to accomplish an objective

• Primary management function• Major planning decisions are normally vested in

authority directors, commissioners, city/county council members or other governing bodies

• A manager must have the following interpersonal skills: figurehead, leader, liaison

Planning Requirements

• Specific Objectives: Mission, Objectives, Operations

• Evaluate the Environment• Evaluate the Alternatives

– Select Best Course of Action– Develop a General Plan– Within Resource Constraints

• A Plan Answers:

WHO?

WHAT?WHEN?WHERE?

WHY?

HOW?

Organizing

• Determine and develop the: – Structure– Channels of authority (chain of command)– Reporting relationships– Communication linkages– Departmentalization and division of labor– Assignment of responsibility for utilizing human

and/or other resources

Organizing

• Structure has three characteristics:– Complexity, formality, centralization

• Classic functional categories:– Simple, functional, divisional,

conglomerate, matrix

Principles of Organization• Authority: line, staff, functional

• Span of control: the maximum number of subordinates whose work you can effectively supervise.

Airport Director

Operations Maintenance Finance

1 112 22

Organizing

• Job analysis and design: grouping tasks together to form complete jobs. Result: job description and specification.

• Alternatives to job specialization: job rotation, job enlargement, job enrichment, job characteristics

Staffing

• Determination of human resource needs and subsequent employee processes of recruiting, selection, training, retention, appraising, separation.

• Staffing helps to: maintain good human relations, unify efforts, promote mutual understanding, get concurrence

Leading

• Leading involves balancing leadership, authority, and power– Leadership: ability to use various skills &

strategies to influence others.– Leading: guiding others in getting the job done/

maintaining morale among employees• Leaders must concentrate on organizational direction

and vision.• Power: legitimate, expert, referent, connection,

information, reward, coercive.

Leading

• Leaders must balance getting the job done and maintaining relationships.

• Delegation of authority: assigning authority, responsibility, and accountability to another to get a job done.– Must have all three to effectively delegate

authority

Controlling

• Monitoring organizational activities to ensure actual performance is in accordance with planned performance

– Establish standards

– Measure actual performance

– Compare results with standards

– Take corrective action and follow-up

Controlling

• For control to be effective:– Must be properly integrated with planning– Must be flexible– Must be accurate– Information must be timely– Must be objective– Must be economical– System must be understood by those using it

Organizational Change

• Six stages: – Becoming aware of the pressure for change– Recognizing the need for change– Diagnosing the problem or event correctly– Planning the change to address the problem– Implementing the change– Follow-up and reinforce the change

Organizational Change

• Philosophies: TQM & Re-engineering• Resistance to change

– Not in employee self-interest– Lack of understanding the impact or

implications of the change– Employees view the change differently than

management– Low tolerance for change among employees

Organizational Change

• Over-coming employee resistance– Communicate plans beforehand and get input– Get employees involved in the process– Negotiation and agreement– Coercive power

• Vision, Mission, and Goal Statements• SWOT Analysis• Strategic Planning

MANAGEMENT THEORIES, ROLES, MOTIVATION, AND

COMMUNICATION

Overview

• What is Motivation?• Approaches: Classical, behavioral, scientific,

integrative systems• Motivation Theories

– Maslow’s Hierarchy of Needs– McGregor’s Theory X and Theory Y– Herzberg’s Motivation-Hygiene Theory

Motivation Defined

• Effort directed toward accomplishing an objective or mission– Physical Energy– Psychological (mental) Energy

• People doing what needs to be done because they want to do it.

Motivation is INTERNAL

Classical

• Administrative Theory– Fayol’s 14 Principles

• Scientific Management Theory– Frederick Taylor - father of scientific thought– Frank & Lillian Gilbreth– Henry Gantt

• Bureaucracy Theory– Max Weber

Behavioral

• Hawthorne Studies• Abraham Maslow• Douglas McGregor

Management Science

• Focused on mathematical models to solve problems– Critical Path Method (CPM)– Program Evaluation and Review Technique

(PERT)

Integrative Systems

• Systems approach is a way of looking at organizations

• An organization is a group of interrelated parts which cannot be dealt with separately

• Socio-Technical Systems (STS) Design – Integrates technology and employees within an

organization• Contingency Management - No one best way to

manage

Managerial Roles

• Interpersonal– Figurehead, leader, liaison

• Informational– Monitor, disseminator, spokesperson

• Liaison– Develop interpersonal relationships outside the

manager’s area of command, both inside and outside the organization

• Role Conflict: Intra-role conflict, inter-role conflict, interpersonal role conflict

Leadership Roles

• Leadership by Assumptions - McGregor• Leadership Style - Tannenbaum & Schmidt• Contingency - Fiedler, Hersey - Blanchard

McGregor’s Theory X• Average employee dislikes work and will avoid it

• Most employees must be coerced and closely supervised

• Most employees have little ambition and are mostly interested in job security

• Most employees avoid responsibility• Hard Approach

– Coercion (usually disguised)– Tight controls over behavior

• Soft Approach– Satisfying people’s demands– Abdication of management

McGregor’s Theory Y

• Physical and mental effort in work is as natural as play• Most people prefer to exercise self-direction and control• People learn, when encouraged, to accept and seek

responsibility• People are interested in displaying imagination,

ingenuity, and creativity

McGregor’s Theories

• Theory X– Management by

External Control

– Hard and Soft Approach

• Theory Y• Management by

Self Control

• Job Enrichment

• Participation

Tannenbaum & Schmidt

DEMOCRATIC AUTOCRATIC

TASKBEHAVIOR

PERCEPTION

DESIRE AND WILLINGNESSPERSONAL

POWERPOSITIONPOWER

RELATIONSHIPBEHAVIOR

BOSS

BOSS

Contingency & Situational Approaches

• Frederick Fiedler considered three factors of the leadership situation– Leader-member relations– Task structure– Position power

• Paul Hersey & Kenneth Blanchard– Leadership style & maturity level of

subordinates

Low Supportive and

Behavior

High Directive and

Behavior

High Directive and

Behavior

High Supportive and Low Directive

DEVELOPED DEVELOPING

S3

S1S4

S2

Low Directive Low Supportive

High SupportiveBehavior

DEVELOPMENT LEVEL OF FOLLOWER(S)

HIGH LOWMODERATE

D4 D1D2D3

DIRECTIVE BEHAVIOR

(High)

(High)(Low)

SUPPORTIVE BEHAVIOR

TELLING

SELLINGPARTICIPATING

DELEGATING

THE FOUR LEADERSHIP STYLES

Motivation Theories

• Hierarchy of Needs - Maslow• Two-Factor - Hertzberg• Equity• Path - Goal• Expectancy• Reinforcement

SURVIVAL

SAFETY

BELONGING

ESTEEM

SELFACTUALIZATION

Food, Clothing,

Shelter

Physical, PsychologicalSafety

Love, Acceptance,

Approval, Warmth

Recognition, Worth, Status, Self-Respect

Self-Fulfillment, Personal Growth,

Realizing Potential

Maslow’s Hierarchy Of Needs

Two-Factor Theory

• Frederick Herzberg– Hygiene Factors– Motivation Factors

Hygiene Factors (Physical)

• Prevent Dissatisfaction

– Economic

– Working Conditions

– Security

– Social Factors

– Status

Hygiene Factors Merely Prevent Dissatisfaction!

Motivators (Psychological)

• Challenging Work• Feelings of Personal Accomplishment• Recognition• Achievement• Increased Responsibility

• Equity: We give something, we expect something in return

• Path - Goal: Clarify tasks/behaviors necessary for receiving rewards

• Expectancy: How much do we want the rewards offered and are they attainable

• Reinforcement: B.F. Skinner & Ivan Pavlov – Type and timing of reinforcement for good and

poor behavior

Theories

• Start with a goal or mission• Match the people with the task• Make the task clear• Give one minute praises in public• Give one minute reprimands in private• Tell your people about the payoff• Personalize the reward system• Don’t make promises you can’t keep• Consequences = Behavior• Remove roadblocks• Be a good role model

Motivating Tips

Communication Principles

• Process• Listening & Feedback

– Six messages– Noise– Barriers

• Classes of Communication - Intra & Inter personal• Networks - Oral/written, communication direction• Conflict Management