Home' Trinidad and Tobago Guardian : April 1st 2014 Contents B5
Tuesday, April 1, 2014 www.guardian.co.tt Guardian
CUSTOMER SERVICE AGENTS
? Duties consist of functions involving close interaction with foreign visitors and fellow citizens who are departing and arriv-
ing on flights.
? Screening of Passenger travel documents to determine validity for domestic and international travel
? Duties include the processing of incoming and outgoing of flights with the Governmental Authorities in accordance with
Laws, procedures and regulations and the fostering of an excellent and pleasant working relationship with All State Authorities,
Customers, the General Public and coworkers
? Flight Bookings and Ticketing
? Technical Duties relating to flight operations
AVIATION SECURITY AGENTS
• Duties consist of functions involving close interaction with foreign visitors and fellow citizens who are departing and
arriving on flights.
• Physical and Electronic Screening of passengers, travel documents, their luggage and cargo.
• Controlling and monitoring access to restricted areas including Aircrafts.
• Interception of prohibited items and substances and invalid travel documents.
• Report writing and investigations.
AIRPORT CARGO AGENTS
• Duties include the processing of incoming and outgoing cargo flights with the Governmental Authorities in accordance
with Laws, procedures and regulations and the fostering of an excellent and pleasant working relationship with All State
Authorities and coworkers.
• Tallying and processing of incoming and outgoing cargo and mail.
• Electronic and Telephone communications with customers as required.
• Use of electronic cargo processing systems.
• Maintaining an excellent professional and pleasant relationship with direct and indirect customers as well as the
AIRPORT BAGGAGE AND CARGO HANDLERS
• Duties include the handling of passengers' baggage and cargo both in outdoor and indoor conditions.
• The physical ability to lift packages and baggage by hand up to 70 pounds (proper technique training shall be provided)
• The physical ability to work in confined and movement restricted spaces requiring bending, crouching and kneeling and
where pulling and pushing of packages of varying weight and dimensions shall be required.
• Persons with valid driver's license shall have the opportunity to be trained as Equipment Operators and Drivers.
THE FOLLOWING IS APPLICABLE TO ALL OF THE ABOVE POSITIONS
• Shift system inclusive of Early Morning, Evening to Night and Overnight shifts.
• Minimum of two days off per week.
• Work days include public holidays and weekends
• Monthly Attendance Incentives and Annual Performance Bonuses
• These are full time permanent employment opportunities.
All interested applicants are required to submit their application to:
The Human Resource Department
P.O. Box 558, Wrightson Road, Port of Spain
E-mail to email@example.com
Deadline for submission - April 20th 2014
Resistance to change is inevitable as there are many
parties who stand to lose from change and apart
from the status quoists there are vested interests
who would oppose change. The changes that the
organisations and the companies introduced in the
wake of the global financial crisis were systemic and
fundamental in nature and hence there would be
many reasons for people and employees in these
organisations to resist change. The primary reason
why the people would resist change is that because
of job losses and the associated risks of layoffs and
restricting, they stand to lose and hence there is a
strong element of resistance that enters the discus-
Since the organisations in Australia undertook
drastic changes to the way they worked, the people
working in these organisations have every reason to
resist the changes because they are at the losing end
of the changes and hence have a stake in resisting
change. This goes for the majority of people who
were affected by the downturn and whose jobs and
careers were at stake because of the global financial
The other reason for people or organisations to
resist change is that the global financial crisis was
systemic in nature and hence called for fundamental
changes in which the system operated. This meant
that the people or organisations at the receiving end
of these changes had to bear very drastic changes in
the way they operated and hence those who gain by
following the status quo had every reason to resist
This was especially the case with organisations
that underwent restricting and cost cutting where
though there were no drastic job losses, many of the
perks and benefits for the employees were cut leading
to widespread dissatisfaction and discontent with
the kind of changes that were being proposed. Hence,
this is the second most important reason for people
or organisations to resist changes in the wake of the
downturn caused by the global financial crisis.
The third reason why organisations resisted the
changes in the aftermath of the global financial crisis
is that many of the changes introduced led to reg-
ulatory and legal changes in the way organisations
operated and hence there was every chance that these
organisations had to implement rules and regulations
that would curb excessive risk taking and speculation.
Given the enormous benefits that these methods
of risk taking and speculation bring to the people
and organisations concerned, it is indeed the case
that they would not be willing to forego these benefits.
Hence, this is a very important reason for people
and organisations to resist the changes introduced
in the aftermath of the global financial crisis.
In conclusion, change is something that is constant
but given the inherent tendency of the bureaucratic
structures in organisations to resist change, there is
always an element of resistance to change. Particularly
when the changes are drastic as seen in the case of
the global financial crisis, there tends to be steadfast
opposition to change by the organisations and hence
this is a fact of life that the change makers and the
change agents have to factor in their strategies.
We live in a world where increasing
complexity is the order of the day and
the business landscape is characterised
by a rapid turnover of companies
which find themselves dethroned from
their position because of outmoded
thinking or anachronistic strategies.
For instance, Nokia and RIM (the
maker of Blackberry) were at the top
of the leading mobile companies a
couple of years ago. Now, their places
have been taken by Apple and Sam-
sung because both Nokia and RIM got
bogged down due to a combination of
internal problems as well as the failure
to spot changing trends.
They could not foresee the trends
which indicated that mobile phones
would be used for purposes very much
different from making and receiving
calls and instead they would be used
in ways that would revolutionise the
concept of mobiles as one-stop solu-
tions for a wide variety of consumer
needs. In other words, these companies
were victims of complexity.
To deal with complexity and uncer-
tainty, companies need to shift the
lens with which they are viewing the
business landscape and hence change
according to the situation rather than
have long term strategies based on
fixed notions or projections that
become obsolete within months.
Change management in these cases
becomes critical and not just necessary
or essential. And to adapt to change,
there needs to be a mindset and atti-
tude change rather than plain business
The mindset change is something
that needs the top management to
actively involve themselves in "winning
the hearts and minds" of the employ-
ees and the other stakeholders. Only
when there is a "buy-in" from the
employees to the change initiatives
being undertaken by the management
can they succeed.
The example of the legendary
founder of Apple, the Late Steve Jobs
is an excellent case in point as to how
charismatic CEO s can go about "win-
ning the hearts and minds" of employ-
ees.Jobs was not only instrumental in
turning around Apple Inc. from near
bankruptcy to a leader in the industry,
but also ushered in a paradigm shift
as to the way in which the computing
and software industry operated.
Another example is the case of Google
which has made the organisation of
information its business and has
ensured that the way in which we
function everyday has been trans-
formed. In both cases, the CEO s could
inspire and motivate their employees
to believe in their vision and by dint
of hard work and diligent attention to
detail, they succeeded in being "change
These examples show how change
can be initiated in response to ever
changing and complex scenarios that
business leaders face. What are needed
are a compelling vision and a fresh
way of looking at issues. Once the
vision is articulated, there needs to be
a push to reframe the issues and look
at problems in a new light.
Making sense of complexity
becomes easier if the strategies are
rethought according to changing cir-
cumstances. In conclusion, we need
not succumb to complexity and instead
use it to drive change that is lasting
and beneficial to the company.
Why some organisations are
better at driving change ?
Global financial crisis and
The changes that the
organisations and the
companies introduced in the
wake of the global financial
crisis were systemic and
fundamental in nature
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