The success of an aviation industry directly depends on the success of management. Particularly, most air carrier businesses will have good profits when the economic cycle is up and passenger loads are high. When the economic is good, managers can show profits in spite of less-than-acceptable management policies and control. The true test of good management comes when the economic cycle drops, when competition becomes intensified, or when the general level of costs increase without a proportionate income increase by way of increased fares or traffic, so on (Kane, 1998, p407). The aftermath of 11 September has presented both challenges and opportunities for aviation management. For an airline industry already in the grip of steep downturn, pending disaster has turned to crisis. What was already shaping up to be the worst years in an aviation history, for many is now an outright fight for survival. This term is great opportunities and responsibilities for managers to succeed in their career. The goal of this essay is how to explore decision-making in aviation industry through by interview a manager from an aviation company. .
The new leader is a listener, communicator, and educator an emotionally expressive and inspiring person who can create the right atmosphere rather than make all the decision himself. In the business task, the leader and manager are slightly different to define its means. But, I like to say that manager is a leader. Most business situations require some degree of both management and leadership. It is important to remember that both leadership and management are essential and it is critical that managers recognise their dynamic interaction. Successful manager s realize that they get their job done through people. Mr X at Korean air regional manager in New Zealand said, "Managers develop social understanding and appropriate skills. We develop a healthy respect for people, if for no other reason than that their success as leaders depends on the cooperation of people.
