Write 9 pages with APA style on Organizational behaviour of Oman Air. This paper presents Oman Air Company. The SWOT analysis of the firm has been performed to find the internal and the external environmental situation of the company. The international carrier of the Sultanate of Oman is Oman Air and the company is based in Muscat. 33.8% stake of the company is held by the government and the key operation of the company is in providing international and domestic passenger services. It also offers charter work and local air taxi. Oman Air was founded during 1993 and it has a strong business presence in the Sultanate of Oman. Airlines industry is highly susceptible to political changes as the political environment plays a major role in determining the travelling frequency of travelers especially international. Unstable political environment markedly reduced the international traffic inflow. Since Oman Air is the national carrier for the Sultanate of Oman the business is largely monopolistic in nature. According to the official report of Oman Air during the year 2008 the company faced net loss of 42.775 million RO due to economic downturn. Though in Oman the economic downturn did not have a huge impact and the passenger traffic rose by 19% the company faced losses due to economic slowdown in the international market. The internal environment of a company can be assessed using McKinsey’s 7-S framework. The seven variables of the McKinsey framework offer the needed structure to analyze the operations of an organization and the interdependency of the variables is useful while analyzing complex organizations (Waterman et al, 1980). Strategy – Oman Air is the leading carried in Oman and their strategy is to maintain a positive work culture and thus promote customer friendly operations. Providing a reliable, safe and seamless flying experience which is further enhanced by friendly and warm customer services. Support in bound local tourism and become the first choice airline. Structure – The organizational structure of Oman Air is large and handling such a large structure is difficult. In order to become more efficient in its operations the communications from the corporate to the employees has to be made clearer by making changes in their organizational structure. Systems – The cargo operations management system is completely automated thus enabling automated end to end cargo operations, processing efficiency, accurate tracking, flight capacity that is optimized and e-freight capabilities (press release, 2011). Skills – The prominent skill of the employees at Oman Air rests in offering customer friendly services. Managers are responsible for monitoring and assessing the skill of each crew member. This gives the needed framework to enable inclusion of its corporate strategy into the employees work practices. Staff – Recruitment and selection of new staff is based on their field experience and educational qualification. To maintain high levels of performance the staff are trained on a continuous basis. Style – The staff are lead in an effective manner by the managers. The managers are kept updated by higher level of the board of directors. Shared values – The main value of Oman Air lies in its staff members. A value of importance is instilled in all staff members.
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