留学生作业Report写作参考-航空公司和机场管理：激励理论。本文是一篇留学生Report格式范文，本报告将分析不断变化的工作世界，以及它最近发生了怎样的变化。作者还将通过使用现实世界的例子和理论来研究影响和可能影响航空业的趋势和问题，以得出有效的结论。下面就一起看一下这篇Report范文的具体内容。
Introduction 引言
This report will analyse the changing world of work and how it has changed a lot recently. The writer will also examine the trends and issues that have affected and may affect the aviation industry both present and in the future by using real world examples, theories to approach a valid conclusion.
Motivation Theories 动机理论
Maslow’s hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper. A Theory of Human Motivation, which he subsequently extended to include his observations of humans innate curiosity.
Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results (Terpstra, 1979). Five major approaches that have led to our understanding of motivation are Maslow’s need-hierarchy theory, Herzberg’s two- factor theory, Vroom’s expectancy theory, Adams’ equity theory, and Skinner’s reinforcement theory.
马斯洛的需求层次是一种心理学理论，由亚伯拉罕·马斯洛在1943年的论文中提出。《人类动机理论》，他随后将其扩展到包括他对人类天生好奇心的观察。
在霍桑研究结果发表后，许多研究人员关注的焦点是了解员工的动机以及他们是如何被激励的。导致我们理解动机的五种主要方法是马斯洛的需求层次理论、赫茨伯格的双因素理论、弗鲁姆的期望理论、亚当斯的公平理论和斯金纳的强化理论。
According to Maslow, employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzberg’s work categorized motivation into two factors: motivators and hygiene’s (Herzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction.
Vroom’s theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated.
马斯洛认为，员工有五个层次的需求：生理、安全、社交、自我和自我实现。马斯洛认为，在下一个更高层次的需求能够激励员工之前，必须满足较低层次的需求。Herzberg的工作将动机分为两个因素：激励因素和卫生因素。动机或内在因素，如成就和认可，会产生工作满意度。卫生或外在因素，如工资和工作保障，会导致工作不满。
Vroom的理论基于这样一种信念，即员工的努力会带来绩效，而绩效会带来回报。奖励可以是正面的，也可以是负面的。奖励越积极，员工的积极性越高。相反，奖励越负面，员工的积极性就越低。
Adams’ theory states that employees strive for equity between themselves and other workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965).
亚当斯的理论指出，员工努力在自己和其他员工之间实现公平。当员工成果与投入的比率等于其他员工成果与输入的比率时，就实现了公平。
Skinner’s theory simply states those employees’ behaviours that lead to positive outcomes will be repeated and behaviours that lead to negative outcomes will not be repeated (Skinner, 1953). Managers should positively reinforce employee behaviours that lead to positive outcomes. Managers should negatively reinforce employee behaviour that leads to negative outcomes.
斯金纳的理论简单地指出，导致积极结果的员工行为将被重复，而导致消极结果的行为将不会被重复。管理者应积极加强员工行为，从而产生积极的结果。管理者应消极强化员工行为，从而导致负面结果。
Organisational Culture 组织文化
When together all employees or the group of people work to achieve the organisational goal, the organisations are become operational and successful. Therefore, organisational change is possible only when employees of the organisation understand the need for change, buy-in the idea of change, are motivated towards the change, and express their interest (McGuire D. & Hutchings K., 2006; Beer M. et al, 1990).
Other researchers (e.g. Tichy, 1983) acknowledge the frustration that manager’s feel when their organisations do not respond to elaborately analyzed plans, where there is a lack of interaction between decision and action.
当所有员工或一组人共同努力实现组织目标时，组织就会变得可操作且成功。因此，只有当组织的员工理解变革的必要性、接受变革的理念、对变革充满动力并表达他们的兴趣时，组织变革才可能发生。
其他研究人员承认，当他们的组织没有对精心分析的计划做出反应时，管理者会感到沮丧，因为决策和行动之间缺乏互动。
Teamwork 团队合作
Teamworking also ‘offers the employees the opportunity to meet their social needs, as identified by Maslow’. (Surridge, M., Gillespie, A. p199)
When working in teams there are many people that may have different views and opinions, also not forgetting personalities. Different views are not a problem as such but the expression of views can be a problem. Many people unintentionally may say or do things that may affect certain members by making them upset or even generally uncomfortable. Good communication does not indicate being able to stand on stage and just tell the public a message.
“Leadership is about having a set of values and believing in them, but it is also having foresight, knowledge and intuition, especially about people. Leaders can not expect others to believe in them if they do not believe in themselves.”
团队合作还“为员工提供了满足其社会需求的机会，正如马斯洛所指出的那样”。
在团队中工作时，有很多人可能有不同的观点和观点，也不要忘记个性。不同的观点本身不是问题，但观点的表达可能是一个问题。许多人无意中可能会说或做一些可能会影响某些成员的事情，使他们心烦意乱，甚至普遍感到不舒服。良好的沟通并不意味着能够站在舞台上向公众传达信息。
“领导力就是要有一套价值观并相信它们，但它也要有远见、知识和直觉，尤其是对人。如果领导者不相信自己，他们就不能指望别人相信他们。”
“Leadership is about listening to people, supporting and encouraging them and involving them in the decision-making and problem-solving process.”
The Four Basic Leadership styles:四种基本领导风格：
Autocratic – This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees
独裁——这通常被认为是经典的方法。在这种情况下，管理者尽可能地保留权力和决策权。经理不咨询员工
are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments.
他们是否被允许提供任何输入。员工应遵守命令，不接受任何解释。激励环境是通过创建一套结构化的奖励和惩罚来产生的。
Bureaucratic – leadership is where the manager manages “by the book¨ everything must be done according to procedure or policy. If it isn’t covered by the book, the manager refers to the next level above him or her. This manager is really more of a police officer than a leader. He or she enforces the rules.
官僚主义——领导力是指经理“按书管理”的地方——一切都必须按照程序或政策进行。如果这本书没有涵盖，则经理指的是他或她之上的下一级。这位经理实际上更像是一名警察，而不是一名领导者。他或她执行规则。
Laissez-faire – The laissez-faire leadership style is also known as the “hands-off¨ style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.
自由放任——自由放放任的领导风格也被称为“放手不管”风格。在这种风格中，经理很少或根本不提供指导，并给员工尽可能多的自由。所有的权力或权力都赋予了员工，他们必须自己确定目标、做出决定和解决问题。
Democratic – The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities.
民主–民主领导风格也称为参与式风格，因为它鼓励员工参与决策。民主管理者让员工了解影响他们工作的一切，并分担决策和解决问题的责任。
Communication Skills 沟通技巧
According to Stephen Covey, “communication is the most important skill in life.” This is no less true for managerial efforts to invest everyone from the total corporate environment toward change, in these demanding times, on behalf of their organisational life (Kotter, 1993, 1996, p. 3 and Mainelli, p. 1).
根据斯蒂芬·科维的说法，“沟通是生活中最重要的技能。”对于管理层来说，这一点同样适用，在这个艰难的时代，为了他们的组织生活，他们努力将每个人从整个公司环境投入到变革中。
Management’s ability to generate trust in the sensibility of their vision- the power of which can only be unleashed “when those involved in an enterprise or activity have a common understanding of it’s goals and direction”- including employees and customers (Miller p. 219 and Kotter, 1996, p. 85). Waltslawick et al. conclude: 1. Meanings are not transferred- they are created in the minds of the perceivers, 2. Anything is a potential message, 3. The message perceived is the only one that counts, 4. Interpersonal messages have “content” and “relational” components, 5. Communication interaction can be either symmetrical or complementary, 6. Effective communication is hard work (Axley, 1996, pp. 53-63).
管理层对其愿景的敏感度产生信任的能力-只有“当参与企业或活动的人对其目标和方向有共同的理解”，包括员工和客户时，才能释放其影响力。Waltslawick等人得出结论：1.意义是不可转移的，它们是在感知者的头脑中产生的，2.任何东西都是潜在的信息，3.感知的信息是唯一重要的信息，4.人际信息有“内容”和“关系”成分，5.沟通互动可以是对称的，也可以是互补的，6。有效的沟通是一项艰苦的工作。
More over (Daly et al., 2003) Internal communication is important in communicating change. Others focus on the constructional phases of change, where communication is vital to mutual understanding of the problems organisations have to face in order to meet the challenges, and need to change (Bennebroek Gravenhorst et al., 1999).
More over内部沟通在沟通变革中非常重要。其他人则关注变革的构建阶段，在这一阶段，沟通对于相互理解组织为应对挑战而必须面对的问题以及变革的必要性至关重要。
Technology in the workplace 工作场所的技术
Technology in the 21st century has advanced in many ways, people in many organisation use technology to work and communicate. In today’s society people don’t like to wait to get checked or served, this could include paying bills, topping up payment cards, shopping etc. The writers own workplace at the airport bmibaby have brought 10 new kiosk machines where passengers can check themselves in, this is more useful for passenger who are carrying hand luggage only and can check in at the machines and prints of their boarding pass and head straight to departures without even queuing up for the check in agent to check them in.
21世纪的技术在许多方面都取得了进步，许多组织中的人们使用技术来工作和交流。在当今社会，人们不喜欢等待检查或服务，这可能包括支付账单、充值支付卡、购物等。作家们在机场bmibay的工作场所带来了10台新的自助服务机，乘客可以在那里办理登机手续，对于只携带手提行李的乘客来说，这更有用，他们可以在机上办理登机手续，打印登机牌，直接前往出发地，甚至不用排队等待登机手续办理。
Work Related Stress 工作相关压力
The writer works with airline bmibaby at the airport is most definitely stressful. As the writer own personal experience in everyday work a lot goes on at work, staff have to work together as a team making sure that everything is done on time and passengers are correctly checked in and board the flight on time without causing any disruptions.
作者在机场与bmibay航空公司合作，绝对是压力最大的。由于作者在日常工作中的亲身经历以及工作中的大量工作，工作人员必须作为一个团队共同努力，确保所有工作都按时完成，确保乘客正确办理登机手续并准时登机，而不会造成任何干扰。
Alternatively, increased flexibility, responsibility, and learning opportunity in today’s workplace may offer workers greater potential for self-direction, skill development, and career growth, leading to reduced stress and increased satisfaction and well being.
另一方面，在当今工作场所增加灵活性、责任感和学习机会，可能会为员工提供更大的自我指导、技能发展和职业发展潜力，从而减少压力，提高满意度和幸福感。
PESTEL ANALYSIS PESTEL分析
“The PESTEL framework categorises environmental influences into six main types: political, economic, social, technological, environmental and legal.” (Johnson and Scholes, 2002)
“PESTEL框架将环境影响分为六种主要类型：政治、经济、社会、技术、环境和法律。”
BMIbaby PESTEL Analysis
(P)olitical 政治
EU expansion 欧盟扩张
Severe security measures and restrictions 严格的安全措施和限制
Climate protection charge 气候保护费
French government support for national carriers 法国政府对国家航空公司的支持
New EU regulations 新的欧盟法规
(E)conomic 经济
Fuel price increases 燃油价格上涨
EU expansion 欧盟扩张
Europe: cars and taxi hires 欧洲：汽车和出租车租赁
(S)ocial 社会
Increasing travelling lifestyles 增加旅行生活方式
Increasing business travels 增加商务旅行
Market increase 市场增长
(T)echnological 技术
Technology expansion 技术扩展
Low fuel consumptions 低油耗
Internet competition 互联网竞争
Internet online sales 互联网在线销售
(E)nvironmental 环境
Noise level controls 噪声级控制
Green house carbon emissions 温室碳排放
(L)egal 合法
Allegations of misleading advertising 关于误导性广告的指控
Illegal subsidies from airport 机场非法补贴
Conclusion 结论
For effective change management process, good communication between management and staff is imperative. In order to keep competitive advantages and to minimize fundamental effects of political and economical disturbance, the continuous change is required but this should be taken place with the involvement of each and every member of staff. In the process of decision making, if employees are taken into confidence and are convinced about the required change while taking them on board in decision making process, they would as a part of change management process adhere and admire the change. On the other hand, if they are left disconnected and aren’t motivated about this change process, subsequently their spirit and enthusiasm will go down.
List of References 参考文献
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Skinner, B. F. (1953). Science and Human Behavior. New York:
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Turban, Efraim (2002), Electronic Commerce: A Managerial Perspective, Prentice Hall,
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Report最后总结，为了有效的变革管理过程，管理层和员工之间的良好沟通至关重要。为了保持竞争优势并尽量减少政治和经济动荡的根本影响，需要不断进行变革，但这应该在每一位工作人员的参与下进行。在决策过程中，如果员工在参与决策过程时对所需的变革充满信心并确信，那么作为变革管理过程的一部分，他们将坚持并欣赏变革。另一方面，如果他们被疏远，对这个改变过程没有动力，那么他们的精神和热情就会下降。本站提供各国各专业留学生Report代写或指导服务，如有需要可咨询本平台。