The Airbus Way Essay Example | Topics and Well Written Essays - 2000 words

The Airbus Way - Essay Example Moreover, this paper also comprehends regarding the unfairness of employees’ behaviour with the other members which have been mostly due to the improper distribution of authorization power. Table of Contents Executive Summary 2 Introduction 4 Main Findings 5 Lewis’ Cross Cultural Model 5 Hofstede's Cultural Model 7 Problems Related With Airbus Cultural Diversity 9 Failure Merger Planned Between Airbus’ Parent Company EADS and BAE System 11 Conclusion 12 Recommendations 13 References 14 Bibliography 17 Introduction Airbus SAS is a subsidiary company owned by European Aeronautic Defence and Space (EADS) which is considered as one of the leading European aerospace and defence service providing company one of the world’s largest aircraft manufacturers. It operates by focusing upon the customers’ needs and preferences relying upon the expertise of employees and technological leadership. Company offers several kinds of jet-liner products, including milita ry communication aircrafts, commercial airline aircrafts and transport aircrafts. Apart from these, the company also provides multi-role military air-lifters for various observation purposes, medical evacuations, marine patrols, carrying paratroopers and cargo transports. Moreover, company manufactures, develops and supports commercial aircrafts for over 100 seats (Airbus S.A.S., 2013). At present, Airbus also offers comprehensive as well as modern product lines which include superior facilities for passenger aircrafts comprising from 107 to 525 seating capacity. Several kinds of amenities are also offered through commercial aircrafts such as A320 single-aisle aircrafts, A330 or A340 long range aircrafts, A350 XWB next-generation family aircrafts and A380 double-decker family aircrafts. Additionally, it can be observed that in its operations, Airbus tends to expand its opportunities in present competitive commercial market and broaden its product ranges by implementing expert, high skilled employees within the military markets. Moreover, company also aims at expanding its business portfolio comprising freighter aircraft products with the expectation to set new standards of operations within the general aircraft manufacturing industry sectors (Airbus S.A.S., 2013). Main Findings Lewis’ Cross Cultural Model During 1990s, British multilingual person and cross-cultural communication expert, Mr. Richard Lewis created a cultural model which till date is used to help the evaluation of the differences among divergent cultures. This model has been widely used to deliver generalized evaluation upon cultural diversity that can assist leaders to regulate their leadership styles by fulfilling different cultural needs of their employees and the stakeholders at large. This model classifies cultural differences into three main categories, such as ‘Linear-active’, ‘Multi-active’ and ‘Reactive’ (Richard Lewis Communications, 2013). Figure: The Lewis Model (Richard Lewis Communications, 2013) According to the Lewis Model it has been observed that organisations which operate under the category of a linear active culture, are basically task oriented owing to which greater focus is rendered towards technical competencies and demonstration of facts before sentimental

The competitive advantage strategy for Diageo, Castel of brewery in Essay

The competitive advantage strategy for Diageo, Castel of brewery in Africa - Essay Example Africa is such an important region for Diageo due to the rich prospects that are found in Africa such as presence of mineral resources and its improvements in governance. Secondly, Africa provides diversity that matches Diageo’s needs. The global, financial, and economic situation, which has greatly affected Europe, has made the company to invest in the developing countries due to the increased prospects of driving growth. The company plans to invest in additional capacities to fuel growth in the continent such as adding more plants and equipments for brewing and differentiating their brands. Innovation is also considered by the company as a very good avenue for growth as well as having the right people who are motivated and interested in improving and fuelling growth in Diageo. Additionally, the company is committed to acquisitions and entrance into new markets as part of the strategies of facilitating its growth in the continent (Wehring 2012, np). The company enjoys a disti nct brand in its employment practices which promotes its ability to attract high caliber talents that are vital to its growth. The company further grows and develops talents as well as creating value chain in production and distribution process which highly contributes to their growth. Diageo are further involved in social economic development such as engaging in water projects and other agricultural projects which is integral in their business growth. Diageo has put unique strategy of growing the African talents in the continent to run its business by developing the current talents locally and bringing other Africans outside the continent. The company has embarked on a full year program to identify prospective African leaders who can take on senior positions in the company. The company is committed in its growth plan to develop a strategy that is capable of filling the gap between the talent required for growth and the current existing talents as well as attracting both the externa l talent and developing the internal talent. The company also ensures that they have dedicated talents that would add value to its operations as well as maintaining an effective and efficient operation (Wehring 2012, np). SWOT and PESTLE Analysis Diageo is the world leader in alcohol that comprises of beer, spirits and wine and enjoys a worldwide presence. The company, with its sound financial base, is capable of ruling the market by investing in R&D and acquiring other firms thus enjoying wider market share. The company usually manufactures the best brands and normally ensures best brands in its African market such as Scotch whisky. The company enjoys a wider market in Africa especially the rapid growth of 300m-consumers who due to the increase in the middle income earners in Africa. Diageo largely depend on the raw materials especially in Ethiopia and Kenya which is very vital for their growth in east Africa as well as wider market in that region of Africa. The company however, is faced with a number of challenges in some regions in Africa such as the unstable governments and lack of highly qualified expertise that they can depend on. There are also competitions from the local companies within the African region especially in Kenya and Tanzania that offer very low priced alcohol hence imposing a little threat to the