Organization Behavior Over the Last Case Study

Excerpt from Case Study :

As they felt that his tactics were designed to reduce their wages and compensation for the benefit of the stockholders. This would change the way the firm is working with their unions and the current labor agreements that were in place. If Joyce had communicated more and listened to the ideas of employees, he would have been able to receive similar concessions from the arbitration. This would have allowed the company to avoid the negative publicity from the strike and address these issues from behind the scenes. (Sperry 2002, pp. 69 -- 90) (the Qantas Crisis 2012) (Harvey 2007, pp. 74 -- 123)

The survival of Qantas may be at stake if the issues aren't resolved in the future. In you view, is a culture change required in Qantas? Justify your answer by critically discussing the current culture of Qantas and evaluating whether a culture change is necessary.

Yes, a cultural change is necessary. This is because there is poisonous atmosphere between employees and management. At the heart of these challenges, are communication issues; with no one completely understanding the seriousness of the problems facing the firm. If there was a change in culture, managers and executives could begin working together to address these issues.

This will prevent these challenges from becoming a public event that will bring the regulators into the process. Instead, different stakeholders could begin having discussions about the long-term issues and how they can be addressed. This can be achieved by having key employees, managers and board members on a committee that will provide realistic recommendations. Once this takes place, there will be a change in the operating environment of the firm and how various stakeholders are working with each other. As a result, until there is some kind of transformation, these issues will continue to have an impact on the airline. This kind of approach has been utilized successfully by some of the American carriers (i.e. United and Delta) to reduce their labor costs. When this happened, both firms were more responsive to needs of various parties and what issues are most important to them. (Mayo 2009, pp. 61 -- 75) (Beiske 2007, pp. 58 -- 67)

Task 2

Draw up a table and summarize what improvements you could suggest in relation to each task above: (1) power and politics (module 7); (2) conflict management (module 8); (3) leadership (module 6) and associated change management strategies (module 10) in Qantas

To address the various challenges impacting the airline, Qantas needs to focus on improving its relationship between management and employees. This can be accomplished by concentrating on: power / politics, conflict management, leadership and associate management strategies. These different elements will provide specific insights that will highlight how the airline can effectively adapt to these challenges. (Managing Organizational Behavior 2012, pp. 143 -- 249)

In the case of power and politics, there must be some kind of mutual respect established for each side. This can be accomplished by establishing confidence building measures. This will show how managers have everyone's best interests in mind. These concepts are referred to as referent power. This is when individuals with an identifiable resource or personal trait are sought out in order to create common solutions. Once this takes place, is when there will be a new political structure that can focus on dealing with the challenges impacting Qantas. (Schien 2002, pp. 37 -- 76) (Managing Organizational Behavior 2012, pp. 143 -- 249)

For example, when the company would like to see a reduction in wages, they could have some kind of working relationship with key employees inside the unions. This is where executives will discuss with them the challenges impacting the carrier and what they would like to see happen (in a respectful format). If this could occur, the different stakeholders will see the importance of working together and everyone will focus on achieving these objectives. (Managing Organizational Behavior 2012, pp. 143 -- 249)

Conflict management is when there is focus on dealing with issues that can lead to misunderstandings and problems. To address these challenges, there must be a system that will: improve communication between the two sides, deal with potential grievances and implement a strategy of common of personal values. If this kind of approach is utilized, it will effectively address these problems when they are small. This will allow everyone to more effectively work together in achieving a common set of goals. (Jost 2007, pp. 69 -- 85) (Leonard 2012, pp. 520 -- 532) (Managing Organizational Behavior 2012, pp. 143 -- 249)

The basic leadership approach that should be utilized is the transformational method. This is when there is a focus on making the different sides partners in dealing with the challenges impacting the airline. To make the process more effective, there needs to be the application of these ideas throughout the organization. Moreover, the authoritarian management style that has been utilized by Joyce must be completely abandoned in liu these concepts. If this can occur, there will be greater amounts of cooperation among the various stakeholders when dealing with a host of challenges facing the airline. (Bennis 2012, pp. 23 -- 36) (Tracy 2010, pp. 83 -- 110) (Managing Organizational Behavior 2012, pp. 143 -- 249)

In the case of the associate management strategies, there must be some kind of transformation in the organizational culture. This can be accomplished by changing the leadership structure for those individuals who have experience in dealing with these issues. One possible strategy is to seek out those executives that have worked in helping to turn airlines around. If these kinds of individuals are located, they will help the company to create an environment that is conducive of these changes. In many ways, one could argue that this is the key for the airline in adjusting to current and future challenges. These elements are showing how the various concepts are interrelated to one another. The below table is demonstrating how this kind relationship exists between these different variables. (Russ 2010, pp. 364 -- 373) (Managing Organizational Behavior 2012, pp. 143 -- 249)

The Interconnected Relationship between Power / Politics, Conflict Management, Leadership and Associate Management Strategies

Power and Politics Conflict Management Leadership

Associate Management Strategies

These areas are showing how Qantas needs to address critical problems inside the organization. If the management can take these areas into account, they will help the airline to address the needs of stakeholders. (Managing Organizational Behavior 2012, pp. 143 -- 249)


Clearly, executives must be able to address the issues of employees in order to deal with the long-term challenges impacting the airline. To achieve these objectives there must be change in how managers are working with various stakeholders. This can be accomplished by utilizing: power / politics, conflict management, leadership and associate management strategies consistently. If this occur, Qantas will be able to take into account these viewpoints (which will change the culture inside the carrier). This is when the airline will become more competitive.

Works Cited

Managing Organizational Behavior, 2012, University of Queensland: Toowoomba.

The Qantas Crisis, 2012.

Beiske, B, 2007, Loyal Management, Nordstedt: Verlag.

Bennis, W, 2012, Leaders, Harper Collins: New York.

Cento, a, 2008, the Airline Industry, Springer: New York.

Doganas, R, 2006, the Airline Business, Routledge: New York.

Dorsette, S, 2010, 'Good Faith and the Fair Work Act,' Economic and Labor Relations Review, vol. 21, no. 1, pp. 53 -- 68.

Fajot, M, 2006, the Airline Industry, Emerald Group: Bedford.

Geoffrey, T, 2009, 'Qantas Rejoices,' Air Transport World, vol. 46, no. 6, pp. 26 -- 32.

Harvey, J, 2007, Management in the Airline Industry, Routledge: New York.

Jost, P, 2007, Strategic Conflict Management, Edward Elgar: North Hampton.

Kiazad, K, 2010, 'In Pursuit of Power,' Journal of Research in Personality, vol. 44, no. 4, 512…

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