International Journal of Business and Management; Vol. 8, No. 24; 2013 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education Transactional and Transformational Leadership: A Comparative Study of the Difference between Tony Fernandes (Airasia) and Idris Jala (Malaysia Airlines) Leadership Styles from 2005-2009 Arif Kamisan, P1 & Brian E. M. King1 1 School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hong Kong, China Correspondence:
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MARKETING COMMUNICATIONS To Caroline, Arthur, Dan and Becky MARKETING COMMUNICATIONS JOHN EGAN Australia G Canada G Mexico G Singapore G Spain G United Kingdom G United States Marketing Communications John Egan Publishing Director John Yates Production Editor Lucy Mills Typesetter Newgen, India Text Design Design Deluxe Ltd, Bath, UK Publisher Jennifer Pegg Manufacturing Manager Helen Mason Production Controller Maeve Healy Printer Rotolito
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Grading tips Pass p4 To gain a pass you will need to describe the functional activities and their interdependencies (how they fit together) in two organisations. Use the same two organisations that you have been looking at for your assignment work so far on this unit, and draw charts and diagrams which show their functional activities. Explain in detail what each of the functions involves. Show how the functions fit together, e.g. the relationship between marketing and customer service
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UNIT 1 The travel and tourism industry Introduction T he travel and tourism industry is one of the biggest and fastest growing industries in the UK. This unit will give you an introduction to the industry, providing a sound basis for further study. You will find out about the nature of the industry, its size and scale, and you will be introduced to the types of organisations that form its structure. In addition you will investigate the development of the industry and the factors
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BACHELOR OF COMMERCE BUS317 STRATEGIC MANAGEMENT MANAGEMENT TEAM REPORT TIGER AIRWAYS Lecturer: Jack Ng Group Members: Name Student Number Cheong Liang Ruey 31923243 Hoe Guofeng 31780553 Justin Keola Tan 31232321 Liew Fui Ming 31974996 Mindy Tan Hui Qi 31490513 Tay Tiong Gee 31780553 TABLE OF CONTENTS Pages Cover Page 1 Table of Contents 2 1. Executive Summary 3 2. Introduction 3 3. Current Company Situation
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ECS8_C03.qxd 10/15/07 14:23 Page 93 The Strategic Position 3 Strategic Capability LEARNING OUTCOMES After reading this chapter you should be able to: ➔ Distinguish elements of strategic capability in organisations: resources, competences, core competences and dynamic capabilities. ➔ Recognise the role of continual improvement in cost efficiency as a strategic ➔ Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value
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The Future eTourism intermediaries Dimitrios Buhalis1, Maria Cristina Licata2 1 Course Leader MSc in eTourism, School of Management Studies for The Service Sector, University of Surrey, Guildford, GU2 7XH, UK d.buhalis@surrey.ac.uk Genesys Information Limited Clarendon House, 125 Shenley Road,Borehamwood, Herts WD6 1AG, UK cristina.licata@genesysinformation.com ____________________________________________________________________ 2 Acknowledgement: The authors would like to acknowledge Paul
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LO16-1. Define the monitoring problem and state its implications for economics. LO16-2. Discuss why competition should be seen as a process, not a state. LO16-3. Summarize how firms protect monopoly. LO16-4. Explain why oligopoly is the best market structure for technological change. After reading this chapter, you should be able to: LO16-1. Define the monitoring problem and state its implications for economics. LO16-2. Discuss why competition should be seen as a process, not a state. LO16-3
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Student: ___________________________________________________________________________ 1. Marketing is an activity that only large firms with specialized departments can execute. True False 2. Good marketing is not a random activity. True False 3. Understanding a customer's needs and wants is fundamental to marketing success. True False 4. Marketers might wish to sell their products to everyone, but it is not practical to do so. True False 5. The four Ps include
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Five Star Value Carrier: Business Transformation Plan (BTP 2) Disclaimer This Business Transformation Plan (BTP 2) document is issued to staff and external stakeholders with the following disclaimer in line with Bursa Malaysia guidelines: 1. These headline Key Performance Indicators (KPIs) in the BTP 2 are targets/aspirations set by Malaysia Airlines to reflect transparent performance management practices. To all intents and purposes, financial figures referred to as ‘forecasts’ and ‘estimates’
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