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Leadership and organisational structures which are not adjusted to the cultural background of the employees concerned are most likely to produce sub-optimal results (House, 2004). Therefore it is necessary to develop appropriate leadership and organisational structures in order to fully grasp the cultural environment to be encountered in the professional world. This book presents a research project that was carried out to develop leadership and organisational structures in accordance with the requirements created by different professional backgrounds within the aviation industry. The identification of the different professional cultures was undertaken using a standardised questionnaire. The development of the questionnaire was carried out with the help of the GLOBE study (House, et al., 2004), one of the most extensive research efforts ever undertaken in the field of organisational and national cultures. The main characteristic of the GLOBE study is the development of nine dimensions which serve to identify and characterise any culture. These dimensions are referred to as 'core cultural dimensions'. Using this newly developed questionnaire, it was not only possible to isolate 12 different professional cultures, but also to identify their distinguishing traits which served as the base for the subsequent development of leadership and organisational structures. The survey was complemented by open interviews served to broaden and deepen the results gained with the standardised questionnaire. The research outcomes open the door to a new and important element of cultural research, complementary to those of organisational and national cultures. Although the study was carried out in the aviation industry, the results gained also appear to be transferable to other industries due to the large variety of professions isolated within the course of the presented study and the specific nature of the aviation industry itself.
Leadership and organisational structures which are not adjusted to the cultural background of the employees concerned are most likely to produce sub-optimal results (House, 2004). Therefore it is necessary to develop appropriate leadership and organisational structures in order to fully grasp the cultural environment to be encountered in the professional world. This book presents a research project that was carried out to develop leadership and organisational structures in accordance with the requirements created by different professional backgrounds within the aviation industry. The identification of the different professional cultures was undertaken using a standardised questionnaire. The development of the questionnaire was carried out with the help of the GLOBE study (House, et al., 2004), one of the most extensive research efforts ever undertaken in the field of organisational and national cultures. The main characteristic of the GLOBE study is the development of nine dimensions which serve to identify and characterise any culture. These dimensions are referred to as 'core cultural dimensions'. Using this newly developed questionnaire, it was not only possible to isolate 12 different professional cultures, but also to identify their distinguishing traits which served as the base for the subsequent development of leadership and organisational structures. The survey was complemented by open interviews served to broaden and deepen the results gained with the standardised questionnaire. The research outcomes open the door to a new and important element of cultural research, complementary to those of organisational and national cultures. Although the study was carried out in the aviation industry, the results gained also appear to be transferable to other industries due to the large variety of professions isolated within the course of the presented study and the specific nature of the aviation industry itself.
This book reveals how leadership evolves through the story of the American airline industry across the 20th century. Entrepreneurs dominate the industry's early history, but as the industry evolved a new breed of managers emerged who built a dominant business model that enabled their companies to grow dramatically.
In this book, the role of organizational leadership in achieving a high level of performance is somehow debated and thus there is a crucial need for researching the area of leadership and organizational performance. In response to this debate, I have conducted this study that establishes the relationship of leadership effects on their organization in the context of Nepali aviation industries. As such, the role of leadership in organizational success or failure cannot be neglected when we talk about aviation organization like any other general organization. Therefore, this research has identified the link between leadership and organizational performance in the Nepali airlines industry. A study of six different airlines has been performed using a case study method, in which a full range of leadership development theories and themes, as well as, organizational performance measurement themes to measure organizational performance have been used. Three failure airlines and three successful airlines were chosen for the study. The scope of the research is limited to the airline as a unit of analysis. In this unit of analysis, further leadership and organization are considered as two sub-units of analysis. In the leadership sub-unit, mainly leadership traits and determinants, leadership perspectives, leadership styles and types of leadership have been studied, whereas in the organization sub-unit of analysis, human resources, technology, structure, safety culture, strategy, environments, the role of government, unhealthy competition, political instability and its effects, have thoroughly been studied. The results indicate that leadership and organizational performance of Nepali aviation industries are two sides of a coin and without effective leadership, better organizational performance is not possible. Besides other factors like culture, environment, technology and financial constrain, most of the cases revealed that the role of government leadership while formulating the policies and aviation leadership that fails in coopetition with governmental bodies are the two main factors for aviation organizational success or failure in Nepal. Successful airlines' leaders are visionary and transformational; whereas leaders from the failure airlines are autocratic, transactional and laissez-faire type. The study then identified that transformational leadership styles contribute to good performance, thereby paving way for better performance in the airline industries. In summary, three major factors of success or failures of Nepali airline industries are lack of leadership for a coopetition strategy with the government while formulating the aviation policies, external environment, and aviation safety. Three conditions of leadership and organizational factors include a) leadership factors that are in dominating role than organizational factors for the organizational performance; b) organizational factors that are in dominating role for the organizational performance, and c) both leadership and organizational factors that are equally responsible for the organizational performance. The conclusion is that ideal condition for the greater performance of the organization is only possible if there is a balance between leadership as well as organizational factors. Thus, this book not only revealed vital information of success or failure of airlines, it modified the existing Porter's theory, developed a few new leadership as well as organizational constructs, tested some theory of success and failures and finally developed a new success model for the airlines based on research findings.
This book reveals how leadership evolves through the story of the American airline industry across the 20th century. Entrepreneurs dominate the industry's early history, but as the industry evolved a new breed of managers emerged who built a dominant business model that enabled their companies to grow dramatically.
Essay from the year 2012 in the subject Business economics - Business Management, Corporate Governance, Northumbria University, course: Bachelor of Arts in Human Resources Management, language: English, abstract: The commercial airline is an extremely competitive, safety-sensitive, high technology service industry. People, employees and customers, not products and machines, must be an arena of organization's core competence. Sustaining airline profitability, ensuring safety and security, and developing adequate air transportation infrastructure are the important challenges to the airlines. In the following chapters, the strategic reasons that lead Singapore Airline (SIA) success will be discuss with strategic frameworks.
Designing and Executing Strategy in Aviation Management is designed to provide an intensely practical guide to this critically important topic. Comprehensive in coverage and easy-to-read in style, it allows both professionals and students to understand the principles and practicalities of crafting and executing business strategies with an aviation context. The result is a comprehensive and multifaceted teaching/learning package, which includes applied case studies on a wide range of airlines and aviation businesses, setting out how these organizations deal with strategy formulation and implementation in critical areas. Topics covered include: corporate strategy, generic strategy, competitive strategy, internal and external environment assessment, mergers, alliances, safety and security. Written directly for both aviation professionals and student courses in aviation strategy, aviation management and aviation operations, it will also be of great interest to aviation professionals in a variety of different fields, including airlines, corporate aviation, consultancy, etc., as well as academics within the field of aviation and those within the field of strategy and management science.
This book discusses the successful integration of values, ergonomy and risk management to achieve corporate strategic goals. Companies are starting to focus on risk management and corporate sustainability, but also value-based approaches in order to stay competitive. Although constantly emerging techniques are making this task easier, managing ergonomic based risks remain a challenge. The book largely focuses on values, ergonomy and risk management in the context of aviation business strategy. Offering insights into the principles of successful aviation business management using a value-based approach, it is a valuable resource for academics and postgraduate students as well as professionals in the aviation industry.
How does a company go from being two days away from filing bankruptcy papers to unparalleled performance in the Aerospace business? The answer can be found in this fascinating story of Aerostructures, a Chula Vista, California-based designer, manufacturer and supplier of major components and assemblies to all the major commercial aircraft manufacturers and to the world's airlines. In 1993 Rohr Industries, as it was known then, was in trouble. Business financials, income and cash flow in particular, were rendering the business unsustainable. The way the business was being run was archaic, organizational structure was cumbersome, and morale was low. Customers were very concerned, and several were preparing to exit.
This dissertation shows how the history of the Waco Aircraft Company reflects the transformation of the American economy in the twentieth century. Beginning just after the First World War, its entrepreneur, Clayton J. Brukner, developed a network of relationships within the aviation industry. This allowed his company to develop significant competitive advantages in the private flying market. Those advantages and the popular appeal of aviation helped Waco to become the largest manufacturer of civilian aircraft by 1929. The transformation of business-government relations during the New Deal demanded changes in Brukner's business strategy. The depression significantly cut sales of its popular biplanes, but Waco kept its Troy, Ohio, factory open and earned some profits during the downturn. Brukner's involvement with the trade associations in the 1930s revealed the critical role the government, the military in particular, played in the development of aviation. His flawed leadership in the changing context led to decisions that degraded the quality of its network signals and diminished Waco's effectiveness in crafting appropriate policies. As the international situation grew increasingly tense throughout the 1930s, Waco, like other manufacturers, turned to exports to enhance sales. Contracts with foreign governments partially offset the setback the depression had caused domestically. They did not, however, drive Brukner to evaluate sufficiently Waco's potential participation in the U.S. military market. Only after the Munich Crisis in September 1938, when President Franklin D. Roosevelt decided to call for increased military spending, did the Waco Aircraft Company position itself to receive defense contracts. It was almost three years, however, before the Army Air Forces directed the company to design and manufacture transport aircraft and cargo gliders. In the meantime Brukner had not developed the organizational capabilities needed to manage military contracts.