Aviation Management MSc

Teesside University

Decision making is the cognitive process of selecting a course of action from multiple alternatives. The decision-making process produces a choice of action or an opinion that determines the decision maker's behaviour and therefore has a profound influence on task performance. You investigate the factors affecting decision making from a business perspective. These insights provide practical implications to managers and offer effective decision outcomes.

This module develops your awareness and understanding of the factors that impact research design for business and management students. You explore the ethical principles underpinning business research, research methodologies, data type, collection and analysis, research methods and how to present a research proposal and dissertation.

Aviation takes a pinnacle role in global connectivity, yet as an industry it is dynamic and subject to constant changes from external factors, presenting both opportunities and challenges. It is vital that those who work and lead in the sector appreciate the sensitivity of this industry and the need to exploit opportunities and respond innovatively to the challenges that present turbulence. You consider contemporary issues in the sector such as sustainability, digital disruption, global/political issues, innovation, technological advancement, and climate change/wider environmental issues.

You will integrate your learning and development and synthesise knowledge and understanding of theory and practice through its application to organisational issues, which are demonstrably concerned with development within the organisation. You are supported throughout the process by a supervising tutor who will monitor progress and ensure that you are appraised of your on-going performance. Usually the dissertation should be completed within one year.

The aviation industry has a history of natural and economic events that impact the smooth running of an airline or airport. It's the resilience, experience and knowledge from people from within, that influence the future of the organisation and its recovery. Leaders within aviation embrace uncertainty and understand that this is the norm for the sector. They introduce robust strategic structures and ideas by creating an agile culture and openness to challenging external factors. You explore emerging concepts such as thought leadership, and how effective implementation can shape organisations strategically in times of environmental change and rising levels of uncertainty. You consider your own skills, qualities and attributes to develop a professional action plan that can be utilised within a leadership role.

Management of non-core commercial activities has become a key issue for improving the airport experience for passengers. Changes in the modern air transport business have increasingly transformed the role of airports and the perception by consumers. With the expansion of low-cost carriers, raising competition between airlines, and advances in technology, consumer demands have changed dramatically. As a consequence, the search for revenue maximisation has gradually shifted its main focus from traditional core aeronautical service to non-aviation or commercial sources. You consider consumer culture and behaviour in the context of the ever-changing aviation sector. You explore key consumer behaviour dialogue and how it informs strategic marketing practice in the aviation industry.

The aviation industry is structurally different to many others. Intense competition and commoditisation has resulted in a 2% year-on-year decline of unit revenues over the past 20 years. The battle to reduce costs has continually run up against the substantial bargaining power of both labour unions and suppliers, along with the market whims of fuel prices. Constant transformation and the frequent risk of industrial action can sometimes lead to employee disinterest and unfortunately result in compromised safety for the consumer. Leaders are left feeling frustrated when their ambitions for fast-paced change run into a sluggish and change-resistant reality. You explore how airlines can transform their business by focusing on structural change and changing their silos in a cultural and business context.