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2.1AccordingtotheMotivation-HygieneTheoryofFrederickHerzberg,peopleareinfluencedbytwofactors,oneishygienefactorswhichisalsomeansfailurepreventer,andanotherismotivationfactorswhichissomekindsuccessbuilder.Satisfactionandpsychologicalgrowtharearesultfactorofmotivationfactors.Dissatisfactionwasaresultofhygienefactors.AndtheMotivation-HygieneTheoryistryingtoprovethattheattitudeindividualshavetowardstheirjobisdecidedthesuccessornotofthetaskinsignificantmeasure.Hygienefactorsareneededtoensurethatanemployeedoesnotbecomedissatisfied.Theydonotcausehigherlevelsofmotivation,butwithoutthemthereisdissatisfaction.DuetotheexpansionplanofScotiaAirways,manystaffhaveaconcernaboutthechangethiscompanymayface.Butifwithoutthehelpofallofthemembersinthebusiness,thisplanisnotgoingtobesuccessful,soitisessentialforthemanagersofScotiaAirwaystodosomethinglikeraisetheirwagesorimprovetheworkingconditiontopacifytheemotionofstaffs.Holidayandmedicalcareisalsocanbecomesomehowthemotivatorfactorstoworkers.Motivationfactorsareneededinordertomotivateanemployeeintohigherperformance.Thesefactorsresultfrominternalgeneratorsinemployees.Inordertoencouragethetalentedworker,themanagersofthebusinessshouldgivethemsomepromotionasarewardorshowthemtheopportunitiesofadvancement.Itwillgivetheworkerssenseofpersonalachievementandworkhardertogetmorepraise.Processtheoriesofmotivationprovideanopportunitytounderstandthoughtprocessesthatinfluencebehaviour.EquityTheoryconsideredthataindividualiswhethermotivatedornotisnotonlydecidedbywhattheyhavegot,butalsobywhattheyhavegotisfairenoughtoanyoneelseornot.Sothedistributionrationallyisimportantforstimulatingjobmotivation'factorsofindividualsinanorganization.Someonewillcomparedtoothercolleaguesthattheratioofinput,liketime,effortandability,andoutput,likesalary,praiseandachievement,andwhenitisequal,theywillfeeljustice.AndScotiaAirwayswilneverstoptorecruitnewstaff,wheneverthereissomeonewhohasgetintothiscompanywithanunfairway,theoriginalmembersinScotiaAirwayswillfeeluncomfortableandthinkingthattheireffortisnotworth.ThisisgoingtobeadisasterforScotiaAirwayscausetheiroriginmemberwillnotbeinghard-workinginthatunfaircondition.2.2AsmanagementofScotiaAirways,therefacedmanychallenges.Accordingtothecase,wegotthattheScotiaAirwaysplanstoexpanditsmarket,andsetanambitiousprogrammeforexpansionoverthefiveyears.Whenfaceofmoreandmoreworker,themanagementshouldgivetherightofmanege,thelowlevelmanagement.Letthestaffcanmanagethemselfwhentheyfacesomelowlevelproblem.Thatwillbeimprovetheefficiencyandcommunicationwiththeclient.Andifthemanagementwanttocontroltheorganization,themanagementmustpayattentiontoteamwork,theteamcohesion.ItisalsocanimprovethestaffperformanceandimprovetheScotiaAirwaysperformance.Forexample,ACMilanfootclub.In2007,theteamhasnoonecanbecalledsuperstar,andtheaverageageoftheteamismuchthananothertheminEurope.ButtheteamalsobecometheChampionoftheUEFAChampionsLeague.Why?Itisduetotheteamworkandtheteamcohesion.In2007,thecaptainisMaldini,apeoplewhocanunitetheteammembers.SoACMilancanplayabetterlevelinthegame,andwonthechampionshipinthefinal.Then,Therehavethreecommonsidesinorganization—jobenlargement,jobrotationandjobenrichment.Jobrotationmeansemployeescouldchangehis/herjobsanddovariousjobsafteraperiodtime.Itmakesemployeesfeelfreshaboutmanyjobsthatcanlasttheirmotivation.Andthejobenrichmentmeansemployeeshaveopportunitiestousehis/herabilitieswithdifferentjobs,whichretainedfreshfeelaboutajob,andmakethemhavehighermotivation.ThesecanmakeemployeesinScotiaAirwaysinterestedintheirwork.Butallofthesehaveapremisethatisweshouldfoundtheircharacteristicsandtrainingthem.Staffslevelsisthemostimportantpartofaexpansionorganization,onlyemployeeswithhighqualitycanadaptvariousjobs,andensuringtheyusetheirempowermentright.Italsostimulatesemployees’motivationtoworkharder.Thefinal,themanagementofScotiaAirwaysshoulddividedgoalstomanysmartobjectives.Itmakesgoalstobemoreclearandacceptablewhichiscompletedconvenient.Inaword,thesemethodscanmakeemployeesdevelopallabilitiestowork,maximumthebenefitswithinScotiaAirways,andpromotetheexpansionofit.2.3Atfirst.TheScotiaAirwaysOnlyhired80employees.Becauseofexpansion,themanagementdecidetoexpandthesizeofthedepartment.Sothemanagementshoulduseteamworkingtomanagetheirworker,toimprovetheperformance.Themainvalueofteamistheirabilitytoassembleandempoweremployeestocoordinatetogether,andusetheirtalentstoimprovetheorganization.Italsobenefitstheemployee'smotivationandjobsatisfaction.Teamxorkcanimprovequalityandflexibility,coordination/communication,satisfaction,productivity,developmentandsolvetheproblem.IntheScotiaAirway,themanagementteamwithinScotiahaveworkedmeticulouslyinplanningandevaluatingtheirservicestoensurethatcustomerfocusistheprimarydriverofbusinesssuccess.So,ScotiaAirwayshavetoimprovetheirteamwork’sabilitytoadapttomarket,whichreflecttheimportantofteamwork.However,italsohasapotentialfaultsandcostteam.Theteammayhaveanunexpectedeffectfermentationhostilitymanagementtarget,maketheteamcompletelyselfmanagement.Individualandteamconflictbetweent