CSR Implications of the Planned Organizational Change Order Instructions: I need an essay in the following subject:
Complete an essay propose and evaluate different strategic options for addressing HR issues in your scenario organization, including the cultural, ethical and CSR issues identified in your Week 9 assignment (NOTE, week 9 assignment is attached in the attachment files below). Add further detail about your organisation and the scenario if needed.
In completing your assignment, consider the following questions:
•What measures or tools might you use to better understand the issues you identified previously and their impact on the organisation and its staff?
•What HR strategies, practices or systems might you implement or enhance to address the identified issues? Why would you choose these options and not others?
•With whom would you need to work or collaborate in order to implement these strategies?
•Might the strategies you are proposing to create any new issues or problems, and how might you mitigate those?
•How would you know if your decisions had the desired effect? What kinds of measures or metrics might you use to assess your impact on the organisation?
1)The answer must raise appropriate critical questions.
2)The answer must include examples from aviation experience or the web with references from relevant examples from real aviation companies. I prefer example from Qatar Airways, Etihad airline, Emirates airline, Al Arabia Airline.
3)Do include all your references, as per the Harvard Referencing System,
4) Please don’t use Wikipedia web site.
5) I need examples from peer-reviewed articles or researches.
Note: To prepare for this essay please read the required articles that are attached
CSR Implications of the Planned Organizational Change Sample Answer
Analysis of the cultural, ethical and CSR implications of the planned organizational change
When an organization does not change it dies. Since this is the case it is a poor organization that does not make every effort to manage the change there-of. HRM covers the various aspects and practices that will inevitably bedevil organizations as it seeks to manage change successfully. When planning or pondering over the possibility of altering any aspect of Corporate Social Responsibility, culture or ethics, it is imperative to consider all aspects. This paper will use Etihad Company as a case study to show the various factors and their implications on planned change as a result of acquiring Jet Airways of India. The airline will enhance its local and regional business.
Etihad is a national airline for the United Arab Emirates operating out of Abu Dhabi. The company recently acquired a majority shareholding in Jet airways of India. This acquisition fits seamlessly with Etihad ‘string-of-pearls’ global strategy that seeks to make Abu Dhabi a critical hub. Founded in 2003, Etihad has grown both organically and by acquisition and developed a formidable global alliance. Etihad’s business model revolves around an expansive web of bilateral agreements building on the reality that airline hubs bring economic prosperity. The airline employs over 20,000 employees and has over 105 aircrafts that fly to over 110 destinations around the world. Founded in 2003, Etihad has grown steadily to earn its status. Where other companies have flown for decades or even generations and have mature networks, large fleets and global presence, Etihad has to achieve scale if it is to compete effectively. As a result Etihad has adopted a business model that is grounded on organic expansion, code share partnerships, minority investments in other airlines and deep commercial agreement. The airline is committed to honoring the laws, cultures and customs of all the nations in which it operates.
When any organization sets out on the path to restructure, it must do so while considering the cultural aspects that would affects its operations (Church, 2014). As a concept, culture covers ideologies and /or beliefs that an individual or group of individual behold. Given they are mostly acquired not inherent; each individual will interpret their value individually. India has a very strong culture and thus Etihad will have to ensure it does not clash with the organizational culture (Black, 2003).
In India, despite having English as a primary language, Etihad will have to grapple with Hindu and its many dialects. It also has to face national culture in the form of national values and taxes and other legal regulations among others (Parker, 2000). At Jet Airways, the local employees should greatly assist in ensuring seamless operations. The national values will also differ between United Arab Emirates and India.
Etihad as with other airlines and organizations in general, they will have their own culture – the Etihad way. This will vary from one company to another and from one industry to another. Thus it will be wise that any organization getting to a new market take time to understand the new culture to ensure they deliver quality on services and products. Just like the owners of a culture, that of the organization will be based on ownership, the organizational structure, technology and critical business incidence among many others.
Given that Etihad will have to face a number of cultural factors like time management challenges, value and norms, dressing code among others, it must adopt its operations to project a the needs of the customer. Amalgamating the two cultures will ultimately require one to be assimilated. Etihad will thus need to retrain the new staff in the new culture. With this, Etihad will be equipping them with the requisite skills to professionally execute their duties as required by operations demand.
For any business, ethics is an aspect that is intertwined with its governance. Those businesses that have strong governance – ethics, have exhibited strength in operations and stability during tribulations. No organization can operate without an ethical code of conduct. It might not be universally acceptable but it must exist to guide the organization. From research, adoption of ethical practice has made organizations easily embrace and engage in healthy competition (Papa, et al., 2008). Etihad had to deal with ethical issues on the Jet transaction. Jet Airways was hemorrhaging cash so badly that analysts did not give it much hope. This situation had persisted for some time. However, to Etihad with its deep pockets, an aggressive expansion strategy and an opportunity to gain entry to the highly lucrative and potentially large Indian local market, Jet airways offered all this solutions in one package. This transaction fitted very well with Etihad’s expansion strategy of turning Abu Dhabi into a business hub.
Organizations do also have to deal with ethical issues revolving around working conditions. Different jurisdictions have different interpretations with respect to salaries, working hours and working conditions (Vanhala & Ahteela 2011). Many organizations have been caught in the trap of expending all its resources to maximize profits without taking care of the very resources that are the factors of production. Within the organizational system, loopholes may exist that undermine ethics through practices like favoritisms during employment and corruption to win tenders and contracts.
As organizations have grown and transcended political boundaries, they have become global citizens. With citizenship comes responsibility. Organizations have thus chosen to exercise responsibility through corporate social responsibility. Here, organizations ensure the communities they operate in also benefit from its activities (Owazuaka & Obinna 2014). With responsible citizenship, organization embrace safe and clean environment as a core goal. Overall, all organizations must be sensitive to all their stakeholders who are affected by their operations (Labbai 2007).
In working closely with the community, Etihad should be able to support the local communities by supporting activities that offer them opportunities at work. This does not necessarily be at Etihad – given its specialized nature of operations, but also from enterprises that rely on the industry. CSR should never be seen as the company trying to bribe the stakeholders or the stakeholders take it as a right. As with every individual, doing good is a personal decision. The level of good one does is personal. When one feels as if they are being pushed to do good, the satisfaction derived from this activity – and which motivates and perpetuates the activity, it lost.
In any organization, it is the duty of human resource to search, identify, hire and retain the right talent and systems to make its operations as smooth and profitable as possible. When initiating change, Human Resource Management (HRM) have and do play a critical function. The HRM guarantee the strategies adopted have the best interest of the organization at heart (Bloom, Genakos, Sadun & Van Reenen 2012).
As a whole, cultural, ethical and corporate social responsibility must be carefully considered when undertaking any kind or form or change in an organization. This is because they affect the HR functions and the very staff who are to be managed and to do the managing, as to contribute to the organizations success and achievement of its goals and objectives. The HR could use efficiency and smooth transition as factors that could improve this overall. When recruiting staff, it must be done and seen to be done freely and above board. This way the organization gains from stakeholder loyalty.
Etihad in acquiring Jet will be achieving more integrated diversity in its workforce. In addition to retaining the best talent, it must be able to articulate the organizational vision and mission in addition to delivering on its best practice. While remuneration must be commensurate, when coupled with good working conditions, it offers employees ideal condition to productivity. To customer, the atmosphere created is one that makes them want to experience it over and over again. As a whole, Etihad stands to gain stakeholder approval and good will even as it builds a very positive image by participating in CSR.
CSR Implications of the Planned Organizational Change Reference
Angus-Leppan T, Metcalf, L, & Benn, S 2010, ‘Leadership styles and CSR practice: an examination of sense making, institutional drivers and CSR leadership’, Journal of Business Ethics, vol. 93 no. 2, pp. 189-213.
Black, R 2003, Organizational Culture: Creating the Influence Needed for Strategic Success, London UK
Bloom, N, Genakos, C, Sadun, R, & Van Reenen, J 2012, ‘Management Practices Across Firms and Countries’, Academy of Management Perspectives, Vol. 26 no. 1, pp. 12-33.
Church, N 2014, ‘Impact of culture on retail industry compliance’, Journal of Business & Retail Management Research, Vol. 9 no. 1, pp. 89-97.
Labbai, M 2007, ‘Social Responsibility and Ethics in Marketing’, Paper presented at the International Marketing Conference on Marketing & Society, 8-10 April, 2007, IIMK
Owazuaka, W & Obinna, I 2014, ‘Corporate social responsibility: the marketing implications’, International Journal of Academic Research, Vol. 6 no. 4, pp. 221-226.
Parker, M 2000, Organizational Culture and Identity, London: Sage.
Papa, M., et al. 2008, Organizational Communication Perspectives and Trends (4th Ed.). Sage Publications.
Toyota. Com 2015. About us. Retrieved from: http://www.toyota-global.com/company/
Vanhala, M, & Ahteela, R 2011, ‘The effect of HRM practices on impersonal organizational trust’, Management Research Review, Vol. 34 No. 8,,pp. 869-888