Management

$24.00

ASSESSMENT Case Report 2 (CR2)

DUE
DATE Week 11, before your Tutorial – www.turnitin.com

WORDS 1200-1500

WEIGHT 30%

REPORT
CASE
‘Planning at Flight Centre’, available from page 176 of your text book.
REPORT
OBJECTIVES
You are expected to address the following objectives in your report:
1. From your initial understanding of the case context/background at the Flight Centre case, outline one (1) Management Issue (problem, challenge or
opportunity) that would be relevant to managers in relation to planning/ strategic management. Use Chapter 7 Planning OR Chapter 8 Strategic
Management from your Textbook/Week 7 course site resources to assist with identifying a relevant research area. Also, remember to consider the
SWOT analysis tool;
2. Source relevant academic literature (at least 5 Journal Articles) that relate to views/ arguments/ themes about your chosen Management Issue;
3. Use the academic literature to support your claim that the Management Issue identified can be considered to be a relevant issue;
4. Identify a relevant Theory/Model that relates to the Management Issue identified, suitably explains the existence of the issue, and helps you to
understand the issue;
5. Use the academic literature to assist in critically discussing your chosen explanation and choice of Theory/Model in a balanced manner;
6. Indicate how the academic literature proposes the Management Issue you identified could be addressed through a Recommendation.
The CR2 will assist in developing your written communication, information literacy, secondary research, critical and innovative thinking and academic
integrity skills. These skills are critical to fulfilling the role of a practicing manager.
BEFORE YOU START DEVELOPING YOUR CR2, VISIT APPENDIX A AT THE END OF THE WORK BOOK FOR ADVICE. MODELLING OF SECTIONS OF PAST STUDENTS
PAPERS WILL ALSO BE AVAILABLE ON THE COURSE SITE.

Description

Flight Centre management is based on the idea that employees are able to interact with each other easily to form what is referred to as “families” in the lower level. However, at the higher echelon of power, management is instituted and modeled according to state managers rather than “family” managers who understand the in-workings of the whole Flight Centre functionality. The main management issue is based on the need to address the top-down decision making structure that has been adopted by Flight Centre in instituting change and implementing ideas. This structure exposes Flight Centre form possible bureaucratic indiscrepancies that will slowly down the functionality of its business in this tech-conscious business society. It offers Flight Centre the opportunity to keep at par with other organizations and a strategic advantage. This report aims at addressing the issue by clearly underlying the existing problem, finding possible solutions, and providing viable recommendations for the Flight Centre. The essence of this paper is to address the concern of poor decision-making in limiting an inhibiting growth of Flight Centre in this competitive era that requires a business to have a competitive advantage over its rivals in order to survive.