Assignment Sample on Management Essentials
Introduction
Management is the way by which global organisations manage the methods of working for improving the accumulated effectiveness of the systemic structure of the working practices of the relevant organisations. Qatar Airways is a global aviation company which has maintained customer centrality and operational excellence in the management practice of the organisation which has reflected the quality of management practices of the same. In this report, the critical identification of management practices will be evaluated which are associated with the mission, and values of the organisation from a creative and innovative point of view.
Qatar Airways (QA) dominates 160 different locations and approximately 41,000 employees supporting the extensive range of operations global as well as local range. In 2022, the revenue income of the airlines company based in Qatar is 52,305 million Qatari Riyals and the operating profit of the company is 10,831 Qatari Riyals which demonstrates the dominance of the company despite unfettered competition in the global aviation industry (Qatarairways.com, 2023). Effective leadership of Mr. Al Baker the vision of Sheikh Hamad bin Khalifa Al Thani has been fulfilled by transforming QA from a local aviation company to a global one by incorporating excellence.
Task 1 -Determining the managing practice
Evaluation of the values, management practice, and mission of Qatar Airways
Mission
Qatar Airways (QA) is one of the largest aviation services in the international airlines industry and the mission of the company is to provide a high level of security with a desirable experience to consumers. The vision is aligned with the mission of QA and the company aims to connect global communities along with providing safety to consumers as well as colleagues (Qatarairways.com, 2023). For this reason, the adoption of a customer-centric approach constantly motivates the company in offering desirable hospitality, the highest safety, best service to meet the expectation of travellers from different corners of the world.
Values
Apart from the mission of striving for excellence within the operation, QA has followed different values such as pride in the nation, driving excellence, priority providing on the customer, being honest and loyal, and providing priority to the team. In addition to that, working as one team helps contribute shared vision and serve the consumers based on changing circumstances to bring satisfaction among them. The value of QA includes the creative endeavour of the company in maintaining heritage to meet the expectation of the consumers by offering satisfactory comfort to elevate the experience. In recent times, sustainability is one of the greatest concerns in the aviation industry and following sustainability-related initiatives facilitates the value of the company for securing a better future.
Management Practice
QA is governed by the government of the nation and a hierarchical organisational structure amplifies the pace of progress based on the top-down approach to decision-making. Considering the case study, it has been noted that based on the desirable management practice QA has achieved the milestone of arriving at 100 destinations in the international aviation route map. In the company, democratic management practices have been chosen by the board of directors to boost the entire operation in almost 160 locations by incorporating a systematic approach in an effective manner. Democratic practices within the organisations ensure employees participate in the decision-making process, increasing organisational commitment, and addressing the issues and others (Harmanci and Deliceirmak, 2021). In addition to that, the democratic management practice of QA provides an opportunity to increase the quality of operations with the help of different teams for retaining operational excellence. Fully-integrated Operations Control Centre within QA enables the smooth execution of different plans along with the delivery of the core activities which positively reflects on the performance (Qataraviation.com, 2023). Considering a study, it is evident that the operation of QA in Gulf locations has had a bright dramatic change within the international aviation industry in the 20th century and resilient organisational structure boosts the organisational performance of QA (Petcu, 2021).
The entire operation of QA includes Qatar Executives for the Doha jet division, Dhiafatina for the group’s hotel and spa management, QA Cargo for cargo carriers, Qatar Distribution Company for beverage distributors and so on (Qatarairways.com, 2023). Democratic management practices provide a great opportunity to collaborate with each department and maintain the quality policy of the company. On a particular note, QA follows all international standards related to industry security and safety regulations based on Quality Management System and is certified under ISO 9001:2015 (Qatarairways.com, 2023). Effective decision-making of QA is possible with the support of the government and the operational excellence of the company is acknowledged by different award-winning teams in the global aviation industry. Additionally, based on the website of QA the company has won ‘World’s Best Business Class Lounge Dining’, ‘Best Airline in the Middle East’ and ‘World’s Best Business Class’ in consecutive years.
Interlinking the management practice with mission and values
Change is inevitable within every industry and change within an organisation creates conclusions, conflicts, gaps within management practice and many more. The mission, value and effective management practice within an organisation enable it to overcome challenges related to sudden organisational change and maintain desirable growth in a constructive manner. Democratic management practice within QA helps in creating internal as well as external coordination among an extensive range of stakeholders which positively impacts the increasing quality of operations. The value of the QA consists of working as one team and democratic management practice aids the hierarchical structure of the aviation company to improve the level of collaboration which positively reflects on team performance. Hamad et al., (2021) demonstrated in the research that effective strategies of QA have contributed to the aggressive global expansion of the operation of the company and a strong network among different locations to provide an optimal experience to the consumers. It may be argued that increasing conflict within an international organisation may provide an impact on the brand reputation and the declining level of hospitality demotivates existing consumers. Connell and Bueno, (2018) mentioned in the study that effective management practice positively facilitates the capability of QA in connecting different continents in comparison to their European counterparts.
The alignment of values, mission and management practice ensures great financial performance in the highly competitive business scenario within the international aviation industry. Adequate collaboration among different departments has helped in following the organisational mission of providing a high level of security with a desirable experience to the consumers. In recent times, sustainability has become a priority for QA and democratic management practice helps in following the value by incorporating different stakeholders which boosts the formulation of innovative strategies. In 2022, the airlines company based in Qatar by deploying effective strategies earned an operating profit of 10.8 billion Qatari Riyals which demonstrates the recovery from the pandemic situation (Statista.com, 2023). The customer-centric approach of the Airways company positively helps in motivating the employees for catering to desirable performance to follow the mission of the company under the governance of the hierarchical structure of the organisation. Apart from that, innovative and creative decision supports the inclusion of more operational-focused organisational goals to address existing issues which positively impacts financial performance despite cutthroat competition.
Figure 1: Increasing operating profit of QA
(Source: Statista.com, 2023)
Task 2 – Analysis of Business Challenges
Spotting the major challenges, confronted by Qatar Airways
Operational performance and excellence are the two major factors which are threatened by a number of difficulties and these are causing jeopardised Qatar Airways’ service excellence as the company has identified issues regarding operational management and service maintenance in recent years. The current state of the company is on the verge of alarming conditions due to numerous factors which include ageing infrastructure, high competitive market due to intrusion of other rivals, infringement of government laws, political unrest in the Middle East and rising oil price. Apart from that, the company is dealing with significant issues of currency rate fluctuation, employee discontentment, technological failures in the IT sector of the company and more which are causing concern for the company’s operational management and service. The issues or challenges in Qatar Airways are highly impeding the operation and the fact strengthened with the comment of the head of the company which demonstrates that the pandemic had led to a labour shortage and travel chaos (Reuters.com, 2023). The ongoing fluctuation of the oil price is fuelling enormous difficulties that Qatar Airways is facing which is originating a detrimental effect on the company’s profitability and operational excellence. According to Joshan and Maertens (2020), political unrest or tension is one of the major reasons behind the detrimental downfall of the relationship in the Middle East which encourages barriers to development and the lack of democracy is primarily responsible for that. Qatar market is currently experiencing severe market volatility which is causing a severe impact on the organisation’s service due to high stock market volatility (Kapar and Buigut, 2020). Due to restrictions on flying and travel in the time of the pandemic, covid-19 has caused a huge financial blow over Qatar Airways and it might be reflected by the report that the company has suffered a $4.1 billion loss. The company head has confirmed that for the long-term impact of the pandemic, the company has decided to abandon the flying and service of A380s (Cnn.com, 2023). Shortage of labourers is another major factor which impacts the operational excellence and service of Qatar Airways and this challenge has been encouraged by the operating hierarchical organisation structure which is primarily responsible for employee discontentment. Due to the structure, employees feel demotivated and distressed due to high work pressure and unfavourable working culture as a result employee retention rate is being affected. Furthermore, some recent cases of security and safety concerns are affecting consumers’ trust and faith in respect of the company’s service and safety and feeling vulnerable and insecure, causing adverse effects on the brand image and reputation of Qatar Airways (Albasoos et al., 2021).
Assessing the present organisation’s management’s creativity and innovation skills in order to assist the managers in resolving the highlighted difficulties or challenges
In the aviation industry, the label of one of the best airlines in the world has been tagged with the name Qatar Airways. The company is constantly altering its strategies and policies to provide possibly the best operational excellence and operational performance to its customers or stakeholders. Since the time of its initial operation, the company shows persistent growth and development in the international market by maintaining a highly standardised worldwide operation. In terms of reducing the effects of the existing challenges within the company’s operational and management areas, Qatar Airways has adopted multiple creative and innovative strategies. Through extensive and increasing research and development as well as by addressing operational effectiveness, Qatar Airways has employed creativity and implemented new advanced solutions to minimise challenges such as fuel inefficiency, waste management, customer safety and technological advances. As a result of covid-19, human resources and financial resources are under significant stress which has forced businesses to develop creative innovations with fewer resources while addressing other current challenges (Amankwah, 2021). To assess the current practices of creativity and innovation in the internal processes of Qatar Airways, the company needs to adopt the creativity model of DeGraff and Lawrence.
Figure 2: DeGraff and Lawrence Model
(Source: Shrm.org, 2023)
DeGraff and Lawrence’s model is composed of four basic kinds of creative aspects which are imagined, invested, Improve and incubated and applying those together in a blending method may provide the best result for creativity maximisation (Shrm.org, 2023). The desire to become the best airline is considered to be the vision of Qatar Airways and the company targets to achieve that title by equipping the firm with high safety and security, value, outstanding service and a wide range of destination offering to the customers. By implementing the creative aspects of the model such as through the image aspect, the company may address and mitigate those challenges, including human resource management, fuel efficiency and environmental-friendly operation by implementing breakthrough ideas. Proper investment and development over the sustainability issues and other challenges the company may achieve competitive advancement, quality control and process control. Through evolving creativity and development Qatar Airways may meet the goals of the incubation aspect which helps to build trust, teamwork, and coordination improvement.
Evaluating Qatar Airways’ management competencies for decision-making to reduce problems
The context of covid-19 and other existing challenges have contributed to creating an adverse situation for Qatar Airways and these challenges come under VUCA difficulties which the company needs to address through accurate and effective decision-making. The acronym, VUCA stands for volatility, uncertainty, complexity and ambiguity which has been used for identifying business turbulence and significant difficulties (Baran and Woznyj, 2020). In order to enhance customer satisfaction and the company’s globalisation opportunities, the airline company has implemented several strategies in practice. The model of Braintoffee’s, 4 Box problem-solving model may be proved to be a great option for minimising the current challenges in the company through effective decision-making. According to Abubakar et al. (2019), the capacity of making decisions is influenced by how knowledge is applied to solving problems and how it is applied to the ongoing situation based on prior experience. In order to identify the challenges and categorising the challenges based on clarity through the 4 Box problem-solving model aids in management competencies for accurate and effective decision-making.
4 Box problem-solving model is composed of four categories which are efficiency, creativity, emergence and experimentation and diagnosis and analysis, categorised on clarity and solution availability (Braintoffee.co.uk, 2023). The sustainability issue of waste management and carbon emission are clear issues and the airline may mitigate the issue by enhancing management competencies in diagnosing development and improvement as well as another clear issue of labour shortage demands efficient decision-making. On the other hand, issues generated by covid-19 need emergency solutions and experimentation which may be identified through developed management competencies by the problem-solving model. The company has effectively managed decision-making ability which has made the company win two consecutive years’ best Airline awards.
Task 3 – Assessing the Impact of Management Behaviours on Employee’s Emotional Intelligence and Resilience
Evaluating Qatar Airways’ Management’s emotional intelligence
One of the essential factors in terms of influencing and motivating the working employee in the organisation is emotional intelligence which encourages the performance of the employees. Effective emotional intelligence enhances team collaboration as well as promotes the performance of the team which influences organisational overall performance (Kukah et al., 2022). Qatar Airways management has put special attention on emotional intelligence in order to boost employee performance and motivational factors. The management arranges several emotional intelligence-improving training programmes for the leaders and employees to attain the best service excellence and customer satisfaction through a highly motivated workforce. Apart from that, Qatar Airways provides benefits such as life insurance, paid sick leave, paid holidays, education and learning facilities for employees which create a positive impact on an employee’s motivation and emotional aspect. The airline may undertake the EI mixed model to enhance employee capabilities related to emotional intelligence to develop performance levels. The mixed model of Goleman has put attention on self-awareness, self-management, social awareness and relationship management which helps in enhancing employees’ competencies regarding the emotions of others (Kanesan and Fauzan, 2019). The company may develop efficient management of emotional intelligence and may increase organisational performance by implementing the aspects of the model. Qatar Airways may be able to maintain a healthy relationship with employees by noticing employees’ mental state through social awareness and benefiting the employees with facilities by leveraging social skills.
Evaluating Qatar Airways’ resilience approach
On the other hand, resilience management is another highly effective factor in the organisational context; Qatar Airways has effectively managed to intact resilience through an effective communication system, integrity management, HRM and improved responsiveness of the brand to disruptive situations. Resilience management points out the organisation’s responsiveness and readiness towards disruption while maintaining vision by implementing protective activities within the business operation to cope with it. According to Shekarian and Mellat (2021), the effect of disruptive events decreases due to effective management of resilience as it promotes adaptability in accordance with the situation. The 4 Sight framework’s implementation may aid the airline company to improve resilience and approach related to resilience management in adverse situations. The development of the four aspects including foresight, hindsight, oversight and insight, Qatar Airways may enhance its ability in resilience management. The efficiency level and the flexibility of the company may be improved as well as may produce a better result due to the application of the 4-sight model in the business operation. Qatar Airways is already showing its sustainability-related resilience and has achieved optimised flying efficiency by putting stress on resilience management which may be strengthened by engaging this model.
Qatar Airways management’s emotional intelligence approach to employee engagement
In order to have better emotional intelligence in the managerial position and employees, Qatar Airways has undertaken several strategies, among those emotional intelligence training programmes is highly remarkable. The company has undergone a partnership with Six Seconds to train employees and management to improve emotional intelligence through customised training programmes (Qatarairways.com, 2023). For high employee engagement, the company offers business-standardised employee benefits to enhance the motivating factor and trust of the organisation. The lack of emotional intelligence of Qatar Airways’ leaders and management is impeding the overall performance and efficiency of the firm. The input and output ratio demonstrates the downgrade of the efficiency level of Qatar Airways which is lower than other competitor airlines (Budimčević et al., 2022). The emotional intelligence ability model may come as a big help for the company to perceive the employees’ emotions and to develop strategies in relation to that. The competencies of the managers in relation to understanding the emotions of employees for improving performance and here this ability model may help in enhancing understanding, managing the emotions to use the emotions for better organisational performance and employee engagement.
Qatar Airways management’s resilience approach for organisational performance boost
Resilience for an organisation is an important factor as it helps the company to float in a highly competitive global market through continuous striving by adopting in accordance with evolving market trends and tendencies. Qatar Airways has managed to maintain its resilience by establishing good communication and relation with other partnered airways which helps the company to retain a resilient approach in terms of providing the best service and operational excellence. The company puts a high value on its employees and keeps its workforce motivated and encouraged to enhance the organisational overall performance and efficiency of business operations. Moreover, the company has a clear vision and objectives which assists the company to maintain its resilience in terms of operating its missions with effectiveness and excellency. One of the finest attributes that may be seen in Qatar Airways’ management is its learning ability which benefits the company’s management to perform operation activities with competitiveness while retaining optimum customer satisfaction. These resilient approaches and traits have benefited the company to achieve a competitive upper hand in the variation market in comparison with other competitors.
Task 4 – Alignment of Values with Management Practices
A critical review of the Value of the Organisation
The value of Qatar Airways is associated with customer centrality as well as the sustainability maintenance competency of the organisation where the company is contributing to ecological causes and other noble causes for making the globe a better place. According to the GCEO of the company, Qatar Airways has valued a strong commitment towards environmental sustainability by maintaining young fleets which are less than 6 years old to effectively manage the degree of carbon emission (Qatarairways.com, 2023). As a result of excellent service quality and environmentally sustainable organisation, Qatar Airways was named the best airline in the world in 2021 which created enhanced value for the aviation company in the international market and for the customers concurrently.
Critical management of stakeholder relationships
Stakeholders are the group or individual who has interests in the business activities or decision-making-related activities of the relevant organisation in order to create an impact on the overall performance of the organisation. Proper engagement of stakeholders in the decision-making activities of the organisation may incorporate the process of informed decision-making which further affects the accumulated sustainability competency of the relative companies. Scholars have recognised that stakeholder engagement is important in terms of value-creating, decision-making and strategic planning, incorporating innovation and lastly, injecting sustainability within the business performance of the relevant organisations (Kujala et al., 2022). The vision of Qatar Airways is to provide excellent service to the consumers in every sphere of the business such as aviation service, hospitality service and others. However, the fundamental business of the organisation is centralised to aviation services which further demands a customer-centric approach for the successful implementation of excellence within the business operations of Qatar Airways. The government of Qatar is one of the major stakeholders of the company and employees, investors, manufacturers and suppliers, other international aviation bodies, and media are among some other significant stakeholders of the organisation.
The values of the organisation are to contribute to ecological sustainability and generate operational excellence in the business activities of the company for which the effective engagement and management of stakeholders is essentially important. Qatar Airways have made contracts with suppliers for making advanced aircraft which is capable of reducing the degree of carbon emission from the fleet of aircraft (Qatarairways.com, 2023). On the other hand, employees are one of the significant stakeholders of the aviation company who helps to manage the service and hospitality-related operations of the organisation with excellence which further helps to satisfy the value of Qatar Airways. It has been recognised that employees are frequently perceived as the significant implementers of top-down policies of sustainability which further tends to incorporate the benefits of CSR within the business (Onkila and Sarna, 2022).
The use of Mendelow’s matrix in the stakeholder management of Qatar Airways may help the organisation to identify its stakeholders from the perspective of power and interest which may further help the organisation to manage its marketing strategies in the global VUCA business environment. Mendelow’s matrix consists of four fundamental quadrants which represent four different groups of stakeholders measuring through the variables of power and interests which contain both internal and external stakeholders of the relative organisation. The government of Qatar may be recognised as a stakeholder who has high power and low interest in the business of the company and may belong to the keep satisfied group of the matrix. On the other hand, employees, suppliers and manufacturers, customers are the other stakeholders who have high interest and low power and belong to the keep-informed group of the mentioned matrix. Investors and other peer partners belong to the high-power and high-interest group whereas media and other competitors of Qatar Airways in the global market may be counted as the low-power high-interest group. Scholars have recognised that Mendelow’s matrix helps in the grouping and classification of the stakeholders by the power and the level of interest of the relevant groups (Shcherbachenko et al., 2022).
Negotiation and conflict management in Qatar Airways
Conflict Management
Conflict management is the process by which organisations manage disputes and degree of disagreements through the use of skills, methods and processes in a respectful and innovative manner. Effective conflict mangement has the ability to develop the listening skills of the employees and foster the practice of discussing instead of debating which further helps in the setting of goals and incorporating the competency of honouring feedback within the organisational culture. Scholars have recognised that conflict mangement style is interlinked with the performance of employees and leadership practices and emotional intelligence managment plays a median role in the overall development of conflict management styles (Wardana et al., 2023). Following the concepts of Thomas Kilmann’s Conflict Model has the ability to improve the degree of conflict management within the business operations of Qatar Airways. Thomas Kilmann’s conflict model is a well-known conflict which is followed by HR professionals around the world and it consists of four basic elements such as competing, collaborating, compromising and accommodating which further helps in resolving conflicts within the business. Scholars have recognised that Thomas Kilmann’s conflict model identifies the degree of conflict resolution strategies based on cooperativeness and assertiveness which provides enhanced dimensions in the process of conflict management (Savchenko et al., 2022). Following the collaborating component of the mentioned model may help Qatar Airways to mitigate the conflict-related issues within the organisation through a collaborative approach by creating a win-win situation for the solvency of conflicts. Additionally, following the compromising element of the model has the ability to mitigate the internal conflicts within Qatar Airways’ business through the creation of a win-win situation from a complex context.
Negotiation in Qatar Airways
On the other hand, negotiation is the type of discussion which contains strategic aspects that are essential in solving issues in an acceptable and profitable manner for both parties. Managing negotiation competency within the business operations of Qatar Airways provides opportunities in terms of designing agreements according to the self-interest of the company for increasing overall productivity and further incorporating operational excellence within the business of the company. Scholars have recognised that it is essentially important to have the contribution of a specialist for successfully conducting negotiations in a positive psychological and social climate (Lisenyi and Samoilova, 2022). Effective management of negotiation competency may help Qatar Airways to resolve business-related conflicts in an enhanced way and also may help in the development of a positive brand reputation for the organisation in the international market. Additionally, negotiation competency may allow the aviation company to maximise the potential of the organisation and may create a win-win situation for the negotiators in an effective manner concurrently. Scholars have recognised that the effective implementation of value-creation strategies may be used by negotiators in terms of achieving benefits from the phenomena of negotiation in business practices (Oliveira, 2020).
Management of teams
Team management is the process which defines the strategies, methods and actions by which a group of individuals may work cooperatively and effectively in order to satisfy the mutual goals of the teams. Effectively managing the teams drives the process of innovation which further enhances the overall potential of the organisation and fuels the accumulated productivity of the relative companies at the same time. Scholars have identified that team management, organisational performance and diversity in business operations are the key factors which are enough capable of influencing the sustainability factor of the relative organisations in a significant manner (Cizmaș et al., 2020). Following Belbin’s team role model may help Qatar Airways to cope with the constantly changing requirements of the market by pointing out the weaknesses and strengths of the company. Belbin’s team role theory identifies the specific roles of individuals within a team which brings transparency and clarity to the operations of the relative teams which further affects the overall performance of the team positively. Belbin’s team role model demands the incorporation of individuals for nine different roles such as monitor evaluator, shaper, resource investigator, specialist, team worker, co-ordinator, implementor, complete finisher and plant which satisfies the essential requirements of a perfect team. Scholars have identified that Belbin’s team roles are based on three categories such as people-oriented roles, thought-oriented roles, and action-oriented roles which help in increasing the proficiency of the team for successfully achieving the goals of the same (Etareri, 2022). Following the team model of Belbin may help Qatar Airways to form a formidable team which may further help the organisation to provide operational excellence in the business activities of the aviation company. Additionally, the use of Belbin’s team roles model is efficient, practical and reliable which is potent enough to transform ideas into relative actions through possessing the proper idea of what needs to be done.
Conclusion
The fundamental purpose of the report was to identify the management practices of Qatar Airways which are effectively associated with the mission and values of the organisation. The report identified the mission, vision and values of the company and found that operational excellence is the fundamental thing that the company tend to provide in every aspect of the business. Additionally, the report found that Qatar Airways has been using a hierarchical organisational structure which is helping the company to foster democratic practices within business activities of the same. Qatar Airways is facing the issues of labour shortage, oil price hikes, political unrest around the world, foreign currency rate fluctuation and others which are affecting the accumulated operational excellence of the organisation has been found by the report. The report used DeGraf and Lawrence’s creativity model, the 4box problem-solving model, the mixed model of emotional intelligence, and the 4 sight model for justifying creativity and innovation, decision-making competency, managing emotional intelligence and organisational resilience respectively. Lastly, the report aligned the values of the organisation with the mangement practices of the company and critically evaluated the role of stakeholders through the use of Mendelow’s Matrix. Furthermore, the report justified the conflict resolution competency through the use of Thomas Kilmann’s conflict resolution model and used Belbin’s team role model for effectively managing the teams within Qatar Airways.
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