Impact of Cultural Differences, Internal and Environmental Factors at Airbus Essay

Employees atomic number 18 alter by a flesh of upcountry and external forces that when combined produce given behaviours and attitudes. In this paper, I go away imagine the key factors affecting individual and groups behaviour and their corresponding blood to the personal and organisational proceeding. The scenario, Airbus manufacturing plant in Toulouse, is dominated by tautnesss amongst groups of workers with different hea and then background. The impact of those cultural challenges, the pressures of delivering the A380s in time and the demands from the external milieu leave alone be some of the factors that will be rolled in the analysis below. In order to view the multiple forces and the organisational change processes undertaken by Airbus, deuce important frameworks for change have been examined in this paper. The clay sculpture introduced by Burke and Litwin (2002), and the prelude stageed by Kotter (1995), based upon the authors research into corporate chang e.1. Individual factors Attitudes and personal behavioural codes consist of an organisation of feelings, thoughts and cognitions in a defined situation. Airbus employees appear non to be motivated to fulfil the groups objectives as in that location be too many tensions and too much suspicion (Hollinger & Wiesmann, 2008), as reported by an official of the French union. As work need and job satisfaction are closely linked with the boilersuit performance of workers, it is important to identify factors leading to job dissatisfaction at Airbus. The arrival of two thousand electricians to resolve wiring problem has impacted negatively on the Toulouse plant resulting in overcrowding, sudden change in industrial processes and dispositions against opposite individuals with a number of differences. The temperament and individual emotions are difficult to understand for the great unwashed with diverse cultural upbringing. There are also differences in pay which are compassd as unequal an d negative, particularly for those employees not on secondment. In summary, individuals are often resistant to change which mean loss and uncertainty. One of the more or less common reasons for human foeman is the localize on their own best chases instead of the organisations (Kotter & Schlesinger, 1979).2. drub group factors Although police squad diversity can potentially clear a positive organisational synergy, the same can also create unique challenges resulting from kind integration, tension, and conflict (Jehn, Northcraft & Neale, 1999). In the case of Airbus, it appears there are two leaders from different groups and cultures bringing different attitudes and dispositions to the groups, giving birth to nationalistic tensions amidst French and German employees. Management rivalries become a foul model for working groups (Drucker, 1986). Team fixment and social integration are then increasingly difficult as the majority of Germans are temporary employees approaching from outside the participation. Furthermore, the organisational culture of Airbus is affected by the wishing of trust and hydrofoil from management. In this situation, fear and suspicion emerge and French groups start to perceive the growing influence of German managers as unfair and unequal. All these factors create frustrations amongst the teams and individuals thus producing uncertainty which affects the plant performance and the companys efficacy to meet delivery schedules.3. Organisational factors The organisational structure and culture as well as its policies and systems, together with the set goals influence employee and team behaviours. With this in mind, it is important to consider that Airbus and its parent company EADS were merged in the name of European maven and intended to be more competitive in the aerospace industry. With the internal pressures of company restructuring consisting of the A380 delivery targets and current production delays, Airbus workers become dominated by uncertainties and tension betwixt different working groups. As Kotter and Schlesinger (1979) highlighted in their study, human resistance often emerges during organisational change efforts. Power 8, Airbus restructuring programme which consisted of undertaking a number of changes including job cuts, factory sales, new areas for components sourcing and leaders pullover, produces social tensions and management rivalries internal the organisation.4. External environment An analysis of the national and global context of Airbus is life-and-death to understanding the influence of external forces producing both opportunities and threats to the organisation. Amongst those factors, pressures from politics, unions and public opinion are dominant forces in the case of Airbus. Competition in the global market, principally between Airbus and Boeing, is also intense. Each company is under pressure and agony from severe delays in delivery targets. State shareholders naturally ma kes the company overmatch to political interests and government rules and regulations affect Airbus operations management and its decision qualification process. Questions are raised about the compatibility of the companys economic goals and its fealty to more political and social objectives. The leadership team need to engage and negotiate with trade unions, political parties and public movements to ensure success in the companys outcomes. Thus pressure from different groups makes it problematic for Airbus to align the internal organisation with the external forces.5. Change dynamics Burke and Litwin (1992) present a causal model that helps to define and establish a cause-and-effect race between a number of organisational elements which are key to organizational change. The linkage between these is the key to effective change. They identify the external environment as the dominant factor driving change in organisations which affects their mission, culture, leadership and dodge. The companys structure, systems, management practices, and climate are in turn linked to those dimensions and impact the overall performance. In the case of Airbus, the merger between Airbus and EADS and the strong competition of Boeing in the global aerospace market are the most dominant external forces. Those trigger a series of further changes in the company, which together, affects the motivation level of employees and work groups.6. Change management issues Kotter (1995) in his corporate change analysis provides a number of lessons learnt which help understand the daedal issues outlined in the Airbus case study. One of the issues in Airbus strategy is the lack of cooperation from individuals and teams. Morale and motivation are important factors to control and influence, especially in the first phase of the transformational process. Additionally, the role of leadership in terms of establishing a vision, communicating it and being the example of the new behaviours is also cruc ial. Airbus past competitor between the former French and German management sides have been detrimental for the change effort. As Drucker (1986) points out managers inability to change their attitudes and behaviour as rapidly as their organizations require (Drucker, 1986) is a barrier for organisational growth. It is important to consider that changes take a long time to naturalise into the company culture. The make of Airbus restructuring programme, Power 8, cannot be judged before its time. The change in habits and rules destabilise people and the companys exposure to public opinion and political interest increases the process of change in its complexity.Conclusion Todays hands is becoming more diverse in terms of age, gender and ethnicity. Managers are duty bound to develop skills to influence the relationship between team diversity and team outcomes by analysing the current situation and possible issues to be avoided. Changes are generally needed in the instance of Airbus, th ey are implementing a large scale change affecting the organisational leadership, culture, structure and operations. Consequently, people affected by change experience some level of discomfort simply leaders can increase their level of success by selecting the reform strategy and approach to use with workgroups and individuals. Effective change management strategy should be consistent with the companys management behaviour and the overall companys culture, ensuring alignment of people internally and externally in the public environment. The change process in every organisation requires a length of time and readiness for individual change which proceed finished stages which should not be overlooked for a successful outcome.