Category: FlyDubai

Introduction

Organizational behavior is the means that people inside any company use to interact with each other. These methods are based on the idea that using a scientific approach, organizational management can be improved, and they are primarily aimed at making organizations more efficient. There are a great number of philosophies and techniques used to improve organizational behavior. Particularly, it comprises such improvements as developing leadership, promoting innovation, increasing performance, and enhancing job satisfaction. The role of managers in creating organizational behavior is crucial (Robbins & Judge 2016). Their leadership style, personal traits, strategy, behavior, and attitude, determine an overall course of a company and a chance for its success.

The Role of Managers in an Organization

Definition of a Manager

In general, a business manager is a person who works in an organization and controls the work done by the employee to maximize performance and efficiency, thereby making the organization successful. The work of managers focuses on four main functions, namely, leading, organizing, controlling, and planning. Certainly, managers need several skills including technical skills to fulfill their functions and increase the productivity of a company. However, the most important skills that any manager must possess to succeed in his or her profession are communication and leadership skills (Hansen 2017). When a manager has good communication skills, employee satisfaction increases which result in the reduction of the strong employees turnover.

As for leadership skills, they include the ability to influence people and inspire them to work. However, it is paramount to state that not every manager is a leader, and conversely, not every leader is a manager. The latter is understandable, as there are a lot of other professions that require excellent leadership skills (Robbins & Judge 2016). However, if a manager is a bad leader, their company will unlikely to be successful, as the production of any goods must be thoroughly organized.

Types of Managers and Their Responsibilities

Many types of managers differ according to their ranks and the types of duties they have to perform. Thus, depending on the rank, usually, there are managers, senior managers, executive managers, and top managers. Ordinary managers usually supervise workers in a particular department of a company, whereas top managers are those who manage the whole company.

In terms of the responsibilities of a manager, they include planning, organizing and implementing, directing, monitoring, evaluating, and performing special assignments from their superiors (Hansen 2017). First of all, managers start with planning a certain operation in the area of their expertise. Once the plan is ready, managers begin organizing and implementing. They concern themselves with training and managing the workforce and preparing the necessary resources to accomplish the desired goals and meet certain outcomes. Simultaneously, they use their leadership and directing skills, thereby guiding their employees.

At this stage, it is imperative to inspire the employees to fulfill the designed plan, as, in the beginning, people usually get frustrated due to the lack of imagination regarding the end product and difficulties that always occur at the start of the process.

After managers have organized the process of producing goods, they began monitoring to ensure that the plan is being followed. If some problems occur at this stage, the managers responsibility is to detect and solve them as soon as possible. In most cases, it is important to have a backup plan in case of contingencies (Heathfield 2017). After the work is completed, managers evaluate the outcomes and repeat the process with some improvements that they make to increase the effectiveness of their project.

Additionally, managers can receive special assignments from their superiors to whom they report. These assignments can be of various types ranging from developing some additional minor projects to business trips on behalf of the organization (Heathfield 2017). Thus, the work of managers is crucial in any organization, and if they possess excellent communication and leadership skills, the performance of a company they work in will significantly increase.

The Personality of Ghaith Al Ghaith

Ghaith Al Ghaith is currently the CEO of the company called Flydubai or more officially Dubai Aviation Corporation. Since its establishment in 2008, Flydubai under Al Ghaiths leadership has managed to reach great success and receive three awards of the best airline of the year in the Middle East (Ghaith Ben Hamel Al Ghaith 2017).

Ghaith Al Ghaith: Biography and Character

Ghaith Al Ghaith was born in 1963. When he was young, he traveled to the USA to study. In 1984, he graduated from the University of Arizona, and, having received a business administration degree, he returned to his homeland dreaming about a successful career in the industry of aviation. In 1986, Al Ghaith was hired by Emirates Airlines. He started working there as a sales trainee. In 1988, he became Deputy Passenger Sales Manager in this company, and in a year, he already worked as Deputy Manager of Overseas Development and Marketing.

In 1991, his work as a manager included controlling and preparing flights to the UK and Ireland. In two years, his area of responsibility increased and he was already managing flights to North America and Europe (Ghaith Ben Hamel Al Ghaith 2017). In 2007, he became Vice President of Cement and Gypsum Products Company.

Certainly, this series of promotions lead Al Ghaith to the work of his dream. His progression was noticed by Sheikh Ahmed bin Saeed Al Maktoum, the chairman of Emirates Group. As a result, in 2008, he made Al Ghaith the chief executive officer of Flydubai, the first low-cost airline in the UAE (Chaaban 2015). The company began operating under his leadership in the next year and managed to successfully develop a network of thirty-three destinations in the Middle East and a fleet of sixteen Boeing 737-800 NG aircraft.

For almost ten years, Flydubai has been thriving under the leadership of Al Ghaith. A part of its success is certainly Al Ghaiths personality. One of his key traits is sociability and communicativeness. His position requires excellent communication skills, which he possesses. In terms of leadership, he is a good leader, as he managed to significantly increase the productivity of his company and keep the employees satisfied. Also, Al Ghaith is very purposeful (Chaaban 2015). As he claims, he decided to become a director of an air company when he was a boy, and he managed to fulfill his dream.

The Big 5 Model

The Big 5 Model is a personality test that is focused primarily on the assessment of peoples character in terms of their potential in business. Thus, the analysis of Al Ghaiths personality has shown that he possesses many characteristics needed to be a successful businessperson.

Thus, according to the results, Al Ghaith received the highest score, namely, 28, in the category of extroversion, which is responsible for communicativeness and sociability. He received 27 points in the category of conscientiousness, which demonstrates that he is hardworking and honest. His score in the category of agreeableness is 24, which shows that he is polite to people and adjusts his behavior to suit other people in certain cases. Regarding the category of neuroticism, he received 22 points, which means that he can control his emotions. Finally, Al Ghaith received the lowest score, namely, 21, in the category of openness and experience, which means that he is quite conservative and not open to some intellectual pursuits and new experience.

Ghaith Al Ghaiths Leadership Style

Flydubai

Ghaith Al Ghaith has been managing Flydubai since 2008. For this period, the company has undergone many positive changes, and only a few negative ones. The company was nominated many times as the worlds leading low-cost airline and that in the Middle East. In terms of the latter, Flydubai managed to win three times, in 2012, 2013, and 2017 and to become the Middle Easts leading low-cost airline (Company history 2017). Currently, the company is prospering and continuing its expansion.

Flydubai was established in 2008 by the government of Dubai as the first low-cost airline in the UAE. In 2009, the company was ready to perform a series of flights in the Middle East region. Due to Al Ghaiths leadership skills, the company managed to successfully deliver 33 flights that year. For the next several years, the company has been expanding its area of service. In 2013, Flydubai added Business Class service to its flights.

According to the statistics, the number of passengers, airplanes, and destinations, along with the companys turnover has doubled for the past five years. Currently, the company serves 95 destinations to Europe and Asia (Company history 2017). Al Ghaith also states that he is determined to add several flights to Africa shortly and then to North America.

Ghaith Al Ghaiths Influence

However, currently, Al Ghaiths primary goal is to add more flights to Iran and India, as he thinks that these countries have a lot of potentials. He also claims that his main strategy is to constantly look for good opportunities and serve those countries where he manages to find them (Chaaban 2015). Also, he has recently introduced a series of entertainments that will be used in Flydubai airplanes, which is not common for low-cost carriers.

A great part of Flydubais success is Al Ghaiths personality, particularly, his determination to expand, his devotion to the profession, and great communication and leadership skills. Certainly, he works in the sphere where he always wanted to work; therefore, he has a lot of passion, which is crucial in any kind of business (Chaaban 2015). Thus, according to the evidence showing that Flydubai is thriving, its financial performance is increasing, it continues to receive awards, and has the high employee satisfaction, it is obvious that Al Ghaith has proved to be an excellent leader and a great businessman who can achieve even more success in the sphere of aviation.

Conclusion

Thus, Ghaith Al Ghaith can be considered a great manager and leader, as, for not a very long period, he has managed to create a successful organization that has accomplished great goals and continues to prosper. Al Ghaith possesses most of all the necessary skills needed to be an excellent manager. Additionally, his dream was a great stimulus for him during all those years on his path to success.

Reference List

Chaaban, F 2015, The navigator: Flydubais CEO Ghaith Al Ghaith. Web.

Company history. 2017. Web.

Ghaith Ben Hamel Al Ghaith 2017. Web.

Hansen, B 2017, What makes a good manager?. Web.

Robbins, SP & Judge, TA 2016, Organizational behaviour, 17th edn, Pearson, London.

Heathfield, SM 2017, What does a manager do in the workplace?. Web.

Executive Summary

This paper explores the marketing strategies of Flydubai’s strategic network expansion department. The paper analyses the marketing activities that are apply to Flydubai’s network expansion campaign. The report begins by evaluating and analyzing Flydubai’s current market position. Flydubai is a new comer in United Arab Emirates (UAE) aviation industry and it is important for the airline to pursue a number of entrepreneurial marketing strategies before the organization can cement its place in the global aviation industry.

The first part of the paper covers Flydubai’s background information including its current position in the industry, immediate competition, and an overall look into the market. The second part of the paper analyses the company’s entrepreneurial marketing strategies. This analysis covers various marketing activities by Flydubai in regards to the company’s proposed network expansion. Some of these factors include market segmentation, marketing mix, and development of new services, product rollouts, and customer engagement among others. The paper ends by offering recommendations for Flydubai’s network expansion strategy.

Background Information

Flydubai is a commercial airline that was started in 2009 with its main base being Dubai, United Arab Emirates. The company’s initial strategy was to provide its clients with low cost but high quality services. Flydubai has achieved a popular product through its custom Economy Class tickets and low-cost destinations. The airline’s products are also flexible because it is possible for customers to pay for any service-extras of their choice.

The airline has a fleet that includes both small and large aircrafts such as Boeing Jet liners. In the course of its operations, Flydubai has managed an impressive network expansion, which has seen the company operate in over 90 destinations, and in more than 5 continents. In a report that highlighted its operations within the first 75 months, the airline had managed to “to grow its fleet to 50 aircraft, all of them 737-800s and since then it has started over 110 routes from Dubai’s main airport and last year the carrier transported over 7.2 million passengers” (Morrison & Mason 2016, p. 58). Since its inception, Flydubai has enjoyed a significant rate of growth over the years, save for 2014, when airport maintenance slowed down its operations for a few months.

UAE’s aviation industry has been vibrant since 1985 starting with the formation of the Emirates Airlines with its main base being Dubai (Hafeez, Nguyen, & Parahoo 2016). Currently, UAE’s aviation industry includes a number of independent airlines including Etihad, Air Arabia, and the Emirates.

The standout factor of Flydubai is its low-cost, but quality passenger services across the world. The airline industry in the UAE has grown to include more than 500 commercial aircrafts, a market capitalization of about $400 billion and a growth rate of about 25%. The main objective of Flydubai’s network expansion department is to match the airline’s demand with subsequent route expansions. This network expansion is also set to put Flydubai on a competitive path with other leading competitors in the region such as Etihad and Emirates.

Market Segmentation, Targeting, and Positioning

Flydubai’s market segmentation is mostly informed by prices and quality of products. Most other airlines are unable to segment these two factors like in the case of Flydubai. For example, the economy-class target market for Flydubai is different from the economy class objectives of top-tier airlines such as Emirates and Etihad airlines. Flydubai’s entrepreneurial strategy as a low cost carrier differs from that of its main competitors because its positioning is different.

For example, all other competing airlines are positioned in a manner that prioritizes quality over everything else. On the other hand, Flydubai is positioned in a manner that attracts seekers of low-cost carriers, especially across Asia, Africa, and the Middle East. This strategic positioning has been effective because it exempts the airline from direct competition with UAE’s industry leaders Etihad and Emirates. Flydubai’s network expansion strategy takes into account that its existing market targeting and segmentation strategies does not put it on a competitive path with market leaders any time soon. In the course of its operations, Flydubai has only had to compete with Air Arabia, previously the most dominant low-cost carrier in the Arab Peninsula. Flydubai is primary base is in the UAE thereby making it possible for the expansion plan to be based on a singular expansion point.

The Marketing Mix: Environmental Analysis

Opportunities

The airline’s main opportunity is that it lacks price competition within the UAE market. Most of the competing airlines within the UAE are relatively high-priced. Consequently, it is possible for a UAE-based low-cost airline to pursue external expansion because of its stability within the local market. In the course of its planned network expansion, Flydubai has the potential to get customers from its whole region of operation.

Most of the low-cost airlines in the GCC only operate within their locality and they often shun flying to popular global destinations. Currently, Flydubai has started to expand to popular international destinations and this gives the airline an environmental advantage. Another advantage that serves as a strength for the airline is that it stands to gain network expansion leverage through its existing contracts with executives and corporations.

Threats

The airline’s marketing mix reveals that it stands to incur additional costs during its planned network expansion. For example, additional routes come with more technological costs, a higher demand for value-added services, and increased labor costs. Another threat to Flydubai’s SBU lies in expected shortage of skilled labor. This shortage of labor also takes into account the fact that leading airlines within the UAE and the rest of the world tend to ‘hoard’ skilled labor.

Expansion of existing networks also adds negative effects on the environment. Expanding its network will lead Flydubai to contribute to greenhouse gases and carbon emissions. It is also important to consider the threat of a drop in prices within the low-cost airlines segment. This drop in prices has happened to related industries such as oil and real estate. Flydubai will also have to contend with increasing competition as the UAE government continues with its efforts to attract foreign investments.

Strengths

The airline enjoys considerable support and patronage from the UAE government and this translates to a main strength for the company. Therefore, the company can expect government assistance during the planned network expansion in the course of the next five years. Although the airline mainly operates as a low-cost airline, it has a diversified range of airplanes in its fleet. Consequently, the airline is not expected to encounter any problems when it enters foreign industries because its fleet is state of the art. Brand image is an important strength during network expansion. Currently, Flydubai is recognized worldwide as an attractive brand.

Weaknesses

The analysis of the airline reveals a number of weaknesses that could factor into the company’s network expansion strategy. One aspect of weakness for the company is that it is mainly bases in the UAE, thereby limiting its customer acquisition strategies in foreign countries. There is a high employee turnover within the UAE and this weakness might affect the company’s expansion strategy. For example, most of the employees who work in UAE’s leading airlines such as Etihad and Emirates are outsourced from different countries around the world. The company requires to improve its human resource management strategies in order to match its network expansion strategy.

Marketing Mix

Product

The signature Flydubai product is the low-cost flights, which includes chartered flights to various destinations. This product is not difficult to integrate into a network expansion strategy. However, the company should be open to other product innovations to match the needs of its extended networks.

Price

Price is an important aspect of Flydubai’s marketing strategy because the airline is known for its low costs. However, the company’s financial results reveal that the company has a cost-plus pricing strategy, which could be sustained in the course of an extended network.

Promotion

Flydubai has many approaches to promotion. However, the company mainly relies on customer loyalty during its promotion exercises. In the event of the planned expansion, customer loyalty alone cannot sustain promotions. Therefore, the company should be prepared to follow in the footsteps of Emirates Airlines, which has an impressive promotional reach around the world.

Place

The aviation company mainly operates from Dubai, UAE. Its presence is mainly felt within the UAE and neighboring GCC countries. It is upon the network expansion strategists to see how they can incorporate this initial success to the subsequent growth attempts.

Selecting, Developing, and Evaluating New Products and Services

In the course of selecting new product, Flydubai should consider retaining the products that have made it a successful company. However, the success of new products and services depends on the type of competition that is encountered during a network-expansion. Market development is a concept that could be difficult to a company of Flydubai’s status. Market development works for big companies that have a strong presence in the ground. New products and services for Flydubai can only work best if they are first tested within the UAE, which is considered a less hostile market environment for the company. In the context of the network expansion, Flydubai’s new products should accommodate diversification and market penetration.

Entrepreneurial Pricing Decisions

The entrepreneurial pricing decisions that apply to Flydubai’s network expansion strategy involve a consideration of whether the company can deliver similar products to the market at a lower cost. Consequently, it is important for the company to incorporate one of its core strengths into the planned expansion. Furthermore, it remains to be seen whether the company can be able to sustain its low costs of operation in unfamiliar markets. The head of the expansion team can consider utilizing the resource-based approach to pricing. This approach can “help a business to gain competitive advantage by working on its Value Chain and implementing value-added principals” (Stokes 2012, p. 4).

Public Relations and Publicity

The company enjoys a good public relations portfolio in its area of operation. However, the expansion strategy requires higher levels of public relations and publicity. One method of achieving this goal involves using extensive advertising techniques with the view of rapidly penetrating foreign markets and creating high demand for its low-cost services. In the past, the company has relied on Dubai’s tourism attraction to enhance its publicity and public relations outreach. However, further network expansion requires additional public relations strategies.

Entrepreneurial Distribution Channel Decisions

Flydubai’s entrepreneurial distribution channels decisions are mostly influenced by the company’s market penetration strategy. Distribution of products and services is expected to increase the company’s market share both at home and abroad. Using the brand image in the course of distribution allows the company to meet current levels of demand and create new supply avenues at the same time (Bjerke & Hultman 2014). Good entrepreneurial distribution channel decisions are also likely to increase the company’s overall efficiency. On the other hand, miscalculations in respect to Flydubai’s distribution channels are set to increase the company’s expenditure without delivering results.

Entrepreneurial Sales Management and Product/Service Rollout

Entrepreneurial sales management involves having the expansion team identify target markets and carry out market research in relation to new networks. Therefore, market research should identify other areas where customers might be interested in low-cost carriers. This move should be followed by the airline’s quest for creating brand awareness in targeted markets. Use of internet as a form of sales has become a standard procedure for most airlines across the world. Therefore, this area of sales management should be enhanced before embarking on an expansion drive. A product rollout should align with the company’s entrepreneurial sales management and consider network expansions in places like China where variety and low-cost products are popular.

Customer Engagement, Promotion, and guerilla Marketing

When the company was launched in 2009, it utilized several methods of customer engagement including market-penetration campaigns. Currently, the company has the advantage of creating a solid public portfolio that includes reliable customer service. This image should be at the centre of the brand’s network expansion strategy. Relying on Dubai’s tourism connection as a guerilla marketing strategy is still effective in the course of the company’s network expansion. However, this marketing strategy can be enhanced through social media incursion through avenues such as YouTube and Facebook.

Recommendations

There are several tactics that can improve Flydubai’s strategic network expansion ventures. It is important to realize that the company’s success within the UAE and other GCC countries might not be enough in the push for further expansion. Consequently, the company should adopt soft-expansion strategies including using its connection with the UAE government when creating further oversees engagements.

Another recommendation is to have the company conduct extensive market research prior to any product development or rollouts. It would also be prudent for the company to extend the reach of its internet advertising and promotion networks by using Social media platforms. The airline has enjoyed a fertile domestic environment, but this single fact cannot be used as a basis for network expansion (Teigeler 2015). Nevertheless, the company should be on the lookout for emerging local competition because such a development could destabilize the company’s expansion strategies. The low-cost but efficient carrier strategy remains the best tool in Flydubai’s network expansion quest, even in areas where competition is high.

Reference List

Bjerke, B & Hultman, C 2014, Entrepreneurial marketing: The growth of small firms in the new economic era, Edward Elgar Publishing, London.

Hafeez, K, Nguyen, B & Parahoo, SK 2016, ‘The role of place branding and image in the development of sectoral clusters: The case of Dubai’, Journal of Brand Management, vol. 23, no. 4, pp. 383-402.

Morrison, W & Mason, K 2016, ‘Low cost carriers in the Middle East and North Africa: Prospects and strategies’, Research in Transportation Business & Management, vol. 21, no. 1, pp. 54-67.

Stokes, D 2012, ‘Putting entrepreneurship into marketing: the processes of entrepreneurial marketing’, Journal of Research in Marketing and Entrepreneurship, vol. 2, no. 1, pp. 1-16.

Teigeler, J 2015, Arabic airlines in the European market: Strategies, consequences and international market changes and challenges, Master’s Thesis, Essen University of Applied Sciences. Web.

Introduction

Organizational behavior is the means that people inside any company use to interact with each other. These methods are based on the idea that using a scientific approach, organizational management can be improved, and they are primarily aimed at making organizations more efficient. There are a great number of philosophies and techniques used to improve organizational behavior. Particularly, it comprises such improvements as developing leadership, promoting innovation, increasing performance, and enhancing job satisfaction. The role of managers in creating organizational behavior is crucial (Robbins & Judge 2016). Their leadership style, personal traits, strategy, behavior, and attitude, determine an overall course of a company and a chance for its success.

The Role of Managers in an Organization

Definition of a Manager

In general, a business manager is a person who works in an organization and controls the work done by the employee to maximize performance and efficiency, thereby making the organization successful. The work of managers focuses on four main functions, namely, leading, organizing, controlling, and planning. Certainly, managers need several skills including technical skills to fulfill their functions and increase the productivity of a company. However, the most important skills that any manager must possess to succeed in his or her profession are communication and leadership skills (Hansen 2017). When a manager has good communication skills, employee satisfaction increases which result in the reduction of the strong employees’ turnover.

As for leadership skills, they include the ability to influence people and inspire them to work. However, it is paramount to state that not every manager is a leader, and conversely, not every leader is a manager. The latter is understandable, as there are a lot of other professions that require excellent leadership skills (Robbins & Judge 2016). However, if a manager is a bad leader, their company will unlikely to be successful, as the production of any goods must be thoroughly organized.

Types of Managers and Their Responsibilities

Many types of managers differ according to their ranks and the types of duties they have to perform. Thus, depending on the rank, usually, there are managers, senior managers, executive managers, and top managers. Ordinary managers usually supervise workers in a particular department of a company, whereas top managers are those who manage the whole company.

In terms of the responsibilities of a manager, they include planning, organizing and implementing, directing, monitoring, evaluating, and performing special assignments from their superiors (Hansen 2017). First of all, managers start with planning a certain operation in the area of their expertise. Once the plan is ready, managers begin organizing and implementing. They concern themselves with training and managing the workforce and preparing the necessary resources to accomplish the desired goals and meet certain outcomes. Simultaneously, they use their leadership and directing skills, thereby guiding their employees.

At this stage, it is imperative to inspire the employees to fulfill the designed plan, as, in the beginning, people usually get frustrated due to the lack of imagination regarding the end product and difficulties that always occur at the start of the process.

After managers have organized the process of producing goods, they began monitoring to ensure that the plan is being followed. If some problems occur at this stage, the managers’ responsibility is to detect and solve them as soon as possible. In most cases, it is important to have a backup plan in case of contingencies (Heathfield 2017). After the work is completed, managers evaluate the outcomes and repeat the process with some improvements that they make to increase the effectiveness of their project.

Additionally, managers can receive special assignments from their superiors to whom they report. These assignments can be of various types ranging from developing some additional minor projects to business trips on behalf of the organization (Heathfield 2017). Thus, the work of managers is crucial in any organization, and if they possess excellent communication and leadership skills, the performance of a company they work in will significantly increase.

The Personality of Ghaith Al Ghaith

Ghaith Al Ghaith is currently the CEO of the company called Flydubai or more officially Dubai Aviation Corporation. Since its establishment in 2008, Flydubai under Al Ghaith’s leadership has managed to reach great success and receive three awards of the best airline of the year in the Middle East (Ghaith Ben Hamel Al Ghaith 2017).

Ghaith Al Ghaith: Biography and Character

Ghaith Al Ghaith was born in 1963. When he was young, he traveled to the USA to study. In 1984, he graduated from the University of Arizona, and, having received a business administration degree, he returned to his homeland dreaming about a successful career in the industry of aviation. In 1986, Al Ghaith was hired by Emirates Airlines. He started working there as a sales trainee. In 1988, he became Deputy Passenger Sales Manager in this company, and in a year, he already worked as Deputy Manager of Overseas Development and Marketing.

In 1991, his work as a manager included controlling and preparing flights to the UK and Ireland. In two years, his area of responsibility increased and he was already managing flights to North America and Europe (Ghaith Ben Hamel Al Ghaith 2017). In 2007, he became Vice President of Cement and Gypsum Products Company.

Certainly, this series of promotions lead Al Ghaith to the work of his dream. His progression was noticed by Sheikh Ahmed bin Saeed Al Maktoum, the chairman of Emirates Group. As a result, in 2008, he made Al Ghaith the chief executive officer of Flydubai, the first low-cost airline in the UAE (Chaaban 2015). The company began operating under his leadership in the next year and managed to successfully develop a network of thirty-three destinations in the Middle East and a fleet of sixteen Boeing 737-800 NG aircraft.

For almost ten years, Flydubai has been thriving under the leadership of Al Ghaith. A part of its success is certainly Al Ghaith’s personality. One of his key traits is sociability and communicativeness. His position requires excellent communication skills, which he possesses. In terms of leadership, he is a good leader, as he managed to significantly increase the productivity of his company and keep the employees satisfied. Also, Al Ghaith is very purposeful (Chaaban 2015). As he claims, he decided to become a director of an air company when he was a boy, and he managed to fulfill his dream.

The Big 5 Model

The Big 5 Model is a personality test that is focused primarily on the assessment of people’s character in terms of their potential in business. Thus, the analysis of Al Ghaith’s personality has shown that he possesses many characteristics needed to be a successful businessperson.

Thus, according to the results, Al Ghaith received the highest score, namely, 28, in the category of extroversion, which is responsible for communicativeness and sociability. He received 27 points in the category of conscientiousness, which demonstrates that he is hardworking and honest. His score in the category of agreeableness is 24, which shows that he is polite to people and adjusts his behavior to suit other people in certain cases. Regarding the category of neuroticism, he received 22 points, which means that he can control his emotions. Finally, Al Ghaith received the lowest score, namely, 21, in the category of openness and experience, which means that he is quite conservative and not open to some intellectual pursuits and new experience.

Ghaith Al Ghaith’s Leadership Style

Flydubai

Ghaith Al Ghaith has been managing Flydubai since 2008. For this period, the company has undergone many positive changes, and only a few negative ones. The company was nominated many times as the world’s leading low-cost airline and that in the Middle East. In terms of the latter, Flydubai managed to win three times, in 2012, 2013, and 2017 and to become the Middle East’s leading low-cost airline (Company history 2017). Currently, the company is prospering and continuing its expansion.

Flydubai was established in 2008 by the government of Dubai as the first low-cost airline in the UAE. In 2009, the company was ready to perform a series of flights in the Middle East region. Due to Al Ghaith’s leadership skills, the company managed to successfully deliver 33 flights that year. For the next several years, the company has been expanding its area of service. In 2013, Flydubai added Business Class service to its flights.

According to the statistics, the number of passengers, airplanes, and destinations, along with the company’s turnover has doubled for the past five years. Currently, the company serves 95 destinations to Europe and Asia (Company history 2017). Al Ghaith also states that he is determined to add several flights to Africa shortly and then to North America.

Ghaith Al Ghaith’s Influence

However, currently, Al Ghaith’s primary goal is to add more flights to Iran and India, as he thinks that these countries have a lot of potentials. He also claims that his main strategy is to constantly look for good opportunities and serve those countries where he manages to find them (Chaaban 2015). Also, he has recently introduced a series of entertainments that will be used in Flydubai airplanes, which is not common for low-cost carriers.

A great part of Flydubai’s success is Al Ghaith’s personality, particularly, his determination to expand, his devotion to the profession, and great communication and leadership skills. Certainly, he works in the sphere where he always wanted to work; therefore, he has a lot of passion, which is crucial in any kind of business (Chaaban 2015). Thus, according to the evidence showing that Flydubai is thriving, its financial performance is increasing, it continues to receive awards, and has the high employee satisfaction, it is obvious that Al Ghaith has proved to be an excellent leader and a great businessman who can achieve even more success in the sphere of aviation.

Conclusion

Thus, Ghaith Al Ghaith can be considered a great manager and leader, as, for not a very long period, he has managed to create a successful organization that has accomplished great goals and continues to prosper. Al Ghaith possesses most of all the necessary skills needed to be an excellent manager. Additionally, his dream was a great stimulus for him during all those years on his path to success.

Reference List

Chaaban, F 2015, The navigator: Flydubai’s CEO Ghaith Al Ghaith. Web.

Company history. 2017. Web.

Ghaith Ben Hamel Al Ghaith 2017. Web.

Hansen, B 2017, What makes a good manager?. Web.

Robbins, SP & Judge, TA 2016, Organizational behaviour, 17th edn, Pearson, London.

Heathfield, SM 2017, What does a manager do in the workplace?. Web.

What are the long term objective of Flydubai?

Flydubai has a series of long-term objectives. Their principle mission resides in attracting the maximum number of customers with the help of their unique approach.

First, and foremost, they are intended to focus on the quality of service so that a client is sure to receive the highest standards at the lowest price possible. A particular emphasis is put on the business class service that currently offers unique facilities and entertainment available due to the employment of the latest technologies.

Enlarging the number of clients will also be achieved through the diversity of markets within which the company operates, including the Middle East, East Africa, Russia – on the whole, Flydubai’s network is supposed to extend up to 45 countries. It is also necessary to note that the company is concerned about making the flying both accessible and secure.

They stick to their self-concept and its philosophy, and their public appeal reflects the concern for clients’ comfort, the company’s image, and the employees’ benefits.

It is evident that the vision set in 2013 is still valid, and Flydubai is in the process of accomplishing its main mission of enlarging the client base.

What is the competitive advantage of Fly Dubai?

Numerous factors determine the competitive advantage of Flydubai. In the framework of the SWOT analysis, one might point out the following strengths of the company: low-cost strategy policy, diverse targeted market, and modern technologies. The first two strengths are particularly critical from the standpoint of gaining a competitive advantage as Flydubai cooperates with the countries the networks of which experience some problems. For example, their entry to the Russian market has increased the company’s competitive capacity significantly.

Flydubai has numerous opportunities that might help it win a competitive advantage. First of all, the company has consistent chances to develop its business class service, and thus, extend its clientele significantly. Secondly, the company now has an opportunity to increase its market share in Kazakhstan’s region and engage new investments. Thirdly, the company has a chance to increase its profit due to the close cooperation with DWC – the company’s clients will be enabled to use its services in two Dubai airports.

In the meantime, there are a series of threats that the company might meet. Among the most critical challenges, one can point out the severe competitive environment with a well-developed Emirates Airline’s brand taking the leading positions. In addition, the company’s shift to luxury service might contradict with its initial low-cost strategy so that Flydubai will be obliged to reconsider its image in the market. Lastly, high costs set by big airports might be excessive for a low-cost company.

Although the weaknesses of the corporate strategy are not elucidated in the case stud, one might assume that one of the principal disadvantages resides in the fact that few airports are currently equipped for low-cost airlines. Moreover, the company can suffer from relatively low profitability due to increased fuel prices. Finally, the unit cost of this airline might be relatively high contrary to bigger airlines.

What are the strategies that Fly Dubai applies or follow and why?

Flydubai employs several strategies in order to fulfill its mission. Their key intensive strategies are market penetration, market development, innovation, and product development. Thus, the company extends its networks in Kazakhstan intensively. Meanwhile, it also continues to extend the networks and increase the quality of their service in the already tapped markets, such as Russia, for example.

Moreover, Flydubai is constantly focused on product development, introducing new services and improving the quality of those that exist. It is essential to note that modern technologies perform a significant contribution to product development. The implementation of high technologies enables the company to facilitate the process of purchasing tickets, which means more clients are likely to use their services. It also helps Flydubai to receive the feedback and perform the timely changes.

Hence, it might be recommended that the company strengthens its positions in the Kazakhstan market, involves international investors for the development of the local market, focuses on the cost leadership strategies, and becomes completely independent of the Emirates Airlines.