Assessment Criteria 1.1 Explain how models of organization culture can be used to achieve
organizational objectives.
Siemens in order to achieve its strategic and operational objectives of expansion into automation and
digitization need to enhance its corporate culture as well along with other business strategies. The company
can consider the various dimensions of culture as proposed by Geert Hofstede (Browaeys & Marie-Joelle,
n.d.). As per Geert Hofstede there are five cultural dimensions which are:
Power distance: the power distance is defined as the extent to which powers are dispersed unequally in the
organization. As per these dimension Siemens need to develop a culture of cordial relationship between
superiors and subordinates bridging the status gap. Managers should not be viewed as dictator by its
subordinates.
Individualism vs. collectivism: In case of Individualism culture employees are more self centered and
maintains less interpersonal relationship with others in the organization whereas in a collectivism
organizational culture group integration is of high importance. Siemens through effective training and
development should try to promote group cohesiveness in the organization.
Masculinity – Femininity: This dimension is related to the gender discrimination in terms of values. Siemens
should maintain a balance in distribution of job roles, responsibilities and remuneration between its both
male and female workers.
Uncertainty Avoidance: This relates to the tolerant point of a member to face any uncertain circumstances in
the organization. Siemens through its tactful operation strategy need to develop a culture of low uncertainty
avoidance.
Long-Term vs. Short-Term Orientation: A long term orientation values job more than customs and relations
whereas organization inhibiting short term orientation values its worker and its belief system. Siemens need
to be sensitive towards its organizational as well as employee’s value system.
Assessment Criteria 1.2 explain the difference between organizational and national culture
Germans believe in focusing on the task assigned to them. One of the dominant issue and central part of all
business interactions is the performance of the task. German culture also defines the type of communication.
The relationship level takes up a more subservient role in proficient life. Additionally, there are numerous
bylaws, regulations, techniques and methods in the German companies. Written agreements and contracts
are preferred by the German business people. Non-compliance to these rules and regulations may invite
3
penalties and rigid consequences. Though this culture foster consistency and mutual obligation yet it leaves
no room for suppleness and individual fortitude (Expatica Germany, 2014) . Siemens also follows the same
corporate culture of their home country to a great extent.
(Cheng & Seeger, 2011) carried out a study to assess the corporate culture of two different countries and
find out whether the incompatible cultures may lead to synergy effect or not. He found out that
understanding of cross culture is indispensable for mergers and acquisitions. Siemens is considered as the
model of German engineering expertise. It has long-standing custom of worker synchronization and
influential employee’s assemblies. Siemens also follows the German pattern of following standard operating
procedures and processes. Moreover, Siemens observes a systematic process for decision-making and lay
emphasis on detailing and performing task in order assigned.
As per the report of (CGMA, 2014) , Siemens have executed transparency in their meetings by encouraging
uncluttered debates on moral issues and the ways to handle them. Such unambiguousness includes the
exterior reportage of obedience linked progresses (Passport to trade 2.0, 2014a) stated that the Germans have
inclination to be extra casual about time and constantly make certain they can manage time for the purpose
of marketing. It also asserted that Germans are culturally aware and they have anticipations that others
should understand them as an independent country. They are straightforward in their language and
interpersonal communications in the organizations are largely belligerent and emphatic. Hinner (2009)
stated in Cheng et al (2011) that Germans think that trivial talks are spoiling time activity as it has nothing to
do with the work they are doing. German executives tend to offer their views in more of an argumentative
style and open vocal belligerence appear to be endured more in the German society.
Germans observes low degree of flexibility and spontaneity in attitudes and values. They have clear
demarcation between the things and people which enable them to live an organised life. Unexpected changes
in the transactions in the business are not welcomed by them even if it is beneficial for them and they abhor
absurdity in business as they take it very seriously. Moreover, colleagues do not require or presume to be
admired is the corporate culture of Germans (Passport to trade 2.0, 2014b) . Siemens observes the culture of
maintaining quality in their organization. Executives and employees in the organization are highly motivated
and work towards improving the quality standards. In addition to this, ownership and equity culture
prevalent in Siemens nurture a sense of belongingness among the employees of the organization. Thus,
Siemens’ culture and German culture are more or less same and quite well aligned.
Assessment Criteria 1.3 analyze the corporate cultural profile in an organization
4
Siemens is one of the most successful companies of Germany in the field of worldwide electronic market. It
attained such a respectable position by delivering sustainable value to their customers (Siemens, 2005) .
Siemens was formed in 1847 in Berlin by two men namely Telegraphen-Bauanstalt von Siemens & Halske.
It emerged as one of the most successful and highly reputed company of Germany. Siemens attained a
leading position with the invent of telegraph, dynamo and primary x-ray machine for the human beings
(Simens, 2008) .
Siemens is one of the premier corporations of Germany. It is one the giant corporate in the field of
electrochemical and electronics. Like any other German Export firms, Siemens AG also targeted U.S.
markets. Investments in research and development have been made by Siemens aggressively. It has a
remarkable position amongst companies of U.S. as the recipient of copyrights and donor to prominent
American universities and academies for co-operative research plans. It’s because of qualified German
public and training system which facilitated in essential human capital required by Siemens to be at leading
position in highly competitive electrochemical industry (Siemens, 2009) . As per the report of (IBEF, 2013) ,
Siemens is international participant in integrated circuit technology, engineering and electronics. A SMART
strategy was launched by the company in 2009 focussing on affordability, reliability timeliness and
maintenance free perspectives of the products. Additionally, the company transformed from being
workforce-centric from consumer-centric. The company claims of having highly contended employees.
Siemens stands as the largest technology company of the world. It has made many technological
modernizations in the areas of power, healthcare, engineering and substructure (Siemens, 2014b) . One of the
key strategic step taken by Siemens is the localization which is the key behind is success all over the world.
Strategic initiatives taken by Siemens and launching at appropriate time, emphasis on the workforce and
escalating sales channels leads to the prosperity of the company (SMC, 2015) .
Compliance with the internal and external rules and regulations of the company is required for the achieving
full social potential of corporate responsibility. Observing compliance with the law and regulation is seen as
the part of their self-image and corporate culture by Siemens. The company finds the need to outlook
acquiescence as a face of their corporate values and as fragment of a dynamic company and administrative
culture. This modification is buttressed by the Compliance Program of Siemens, which is alienated into the
following three mainstays: Prevent, Detect and Respond (Siemens, 2013c) .
Siemens is of the view that a company cannot reap the benefits of its outstanding strategies if they lack in
strong culture. The company therefore aims towards fostering ownership culture which encourage every
employee of the organization to strive towards long term success of the company (Siemens, 2014b) .
Siemens has a culture of strict adherence to company policies and values. The analysis also provided that the
company lays high emphasis on duly complying with its corporate social responsibility. In addition to this,
customers are the most important stakeholder in company’s culture. But there are inherent loopholes in the
company relating to leadership gaps and communication gaps.
Assessment Criteria 1.4 Discuss the impact of an organization’s corporate culture in achieving its objectives
An organization’s cultural climate has significant impact on the way it attains its objectives in the short-run
and long-run. Siemens aims at customer satisfaction, quality maintenance, strict policy adherence and
stakeholder development (Siemens, 2011) . As per the report of (Siemens, 2011) , the quality culture
prevailing in the organization pay emphasis on the customer as the key factor for the continuous success of
the organization. They are keen in incessant enhancement of their quality as a part of their top priority. A
satisfied customer is fundamental to success of any organization. He expects the quality for the price paid by
him. In Siemens, executives are aware of importance of maintaining quality and workforce are categorized
by their extraordinary mind-set of quality control. Managers of Siemens are of view that success of their
organization is reliant on their inventive fortes and exceptional quality of their merchandises and solutions.
In the report presented by (Siemens, 2014b) , the ownership culture is widespread in the organization which
is responsible for the sustainable business practices prevalent in the company. In Siemens, every individual
assumes that fulfilling his or her responsibility is imperative for the success of the company. Right from the
board of director to trainee embrace the culture to treat the company as of their own and act accordingly.
The company rely on strong culture for its long term success and believe that worker stakeholders perform
sensibly and are focused on to the long term when they unswervingly contribute in their company’s
achievement.
People oriented approach adopted by Siemens nurtures diversity of experience and expertise and is reflected
in their success and they have versatile workforce which through their knowledge and expertise strive for
high productivity and profits. Siemens believe the company is obliged that it has employees that identify
with the organization and are highly committed towards the positive development of the company. The
equity culture is prevalent in organization which fosters the sense of belongingness and responsibility
towards the organization. Siemens believes this culture to be decisive for the long term success of the
company (Siemens, 2014a) .
Assessment Criteria 2.1evaluate the existing climate of an organization
Organizational climate is defined as the perception of an employee regarding an organization’s policies,
values, practices, behavior and environment to cite a few. A crucial relation lies between organizational
climate and individual’s performance and behavior (Srivastava, 2005) .
Siemens global business strategy of sustainability forms the core aspect of its internal and external
organizational climate. Siemens internal organizational climate is build of integrity in its business operations
as it follows legal and ethical code of conduct in dealing with internal as well as external business partners.
6
The company maintains ethical standards in its financial activities as well. Siemens have got employees
from different cultural background and the company manages diversity through imparting effective training
and development program, maintaining a non discriminative attitude towards employees from other nations
and providing equitable rights to both men and women (Siemens, 2013b) . The company discharges its social
responsibility towards its employees and society by following policy for environmental protection, health
management and occupational safety in its business activities (Siemens, 2013b) . To enhance employee’s
welfare in the organization Siemens extended the maternity leave period from 120 days to 180 days in 2011
and also adopted work from home policy for employees in 2013 where employees could work from home
once per week (Siemens, 2013b) . The company also provides its employees an opportunity to purchase
company’s stock. It spent around dollar 42.4 million in 2013 for training and development program to
enhance employee’s skill and maintain high performance culture. It also introduced leadership development
program to build future leaders for beating global challenges. Siemens was honored as among the Best
Companies in People Management practices in 2013 (Siemens, 2013b) .
Siemens external organizational climate framework is build of maintaining cordial relationship with its
various stakeholders. It provides superior customized service to its customers globally. It maintains amicable
relation with its investors by providing quarterly reports, annual reports and other relevant information
timely. In order to augment relation with suppliers globally it imparts training to enhance suppliers skills
free of cost. Siemens also maintains close contacts with the government, policy makers and other
administrators for its organization interests (Sustainability Report, n.d.) .
As per the report of (Simenes, 2007) , there are few companies in the world that boasts a long tradition and a
corporate culture. Siemens is of one them where management of the organization take due care of the social
responsibility while making any corporate decisions. Ever since the company was founded, it has always
been committed towards transferring its legacy to the next generation. The company’s culture exhibits itself
as a fellow of society and that they are modelling upcoming era not only with their inventions, but also with
their instruction and on-going edification. Since long, enduring discourses with inner and outer groups of
investors is inevitable part of corporate culture of the organization. Siemens corporate culture encompasses
unbiased radical posture, admiring liberty of outlook and regarding the encountered diversity in their
overseas undertakings as enrichment of their business as well as corporate culture.
Assessment Criteria 2.2 Recommend ways to improve corporate climate in an organization
Siemens, the engineering giant manufacturing organization in German faced a scandal in 2006 against
bribery. Employees in the organization were accused of paying bribes in millions of Euros to the officials in
order to gain contracts from large organizations and even government around the globe. Due to this business
irresponsibility and unethical act Siemens lost its creditability and goodwill in front of its investors,
employees and society as a whole. The organization was declared incompetent in handling business affairs.
As a response to the scandal and to maintain integrity Siemens appointed external investigators from New
7
York law firm to carry out a rigorous internal audit in the firm. After the audit process several reasons
popped out which were held responsible for the scandal to take place such as a belligerent expansion
strategy adopted by the organization due to which employees began to perceive that bribery is a part of the
corporate climate to achieve tough performance targets and meet business objectives, complex
organizational structure and poor quality of accounting system (Graham & Gillespie, 2012) .
Poor leadership quality of the managers in Siemens was one of the greatest reasons for such scandal to take
place. In order to enhance the corporate climate Siemens can follow some of the recommendations as cited
(George Bradt, 2013) . Siemens need to change its corporate culture and environment due to its rigorous
expansion objectives in order to sustain its competitive advantage. Employees in the organization need to be
adaptable to organization’s cultural changes which can be developed by imparting effective training and
education.
Employees should be clearly communicated regarding the company’s value system vital to achieve present
and future organization’s success where there should not be any place for unethical behavior. Employees
need to develop a responsible and positive attitude towards organization’s culture and enhance skills to
maintain good relations with the organization’s various stakeholders such as customers, investors to cite a
few. Above all the organization need to conduct effective learning and development session for leadership
development in the organization. Employees at all level need to possess a leadership quality to decide upon
right and wrong and to meet the business objectives responsibly and ethically.
Assessment Criteria 2.3 propose a framework of organizational values that meet the specific strategic and
operational needs of an organization
The strategic and operational objective of Siemens is to expand into the world of automation and digitization
after electrification (The Economists, 2014) . The company aims to reduce the existing bureaucracy in its
organization, develop and expand business portfolio and implement projects more efficiently (The
Economists, 2014) . In order to meet its objectives the organization has plans to undergo a change in
organizational structure with a reduction in number of group divisions and downsizing of employees
followed by redeployment of few staffs. Along with a change in organizational structure Siemens believes
that a change in organizational culture is essential for effective expansion and operation of business
portfolios (The Economists, 2014) .
A change in organizational culture would mean a need to introduce new competing organizational value
framework to meet the global challenges and change management (Cameron, 2006) . Leaders in the
organization need to undertake the responsibility of building value system and diffusing the same into the
employees of the firm. Signifying values forms a pillar for any strategic and operational decisions. Values
once framed, understood and followed speeds up the business activities and decisions (Madhavan, n.d.) .
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Introduction
As the planet continues to warm, the effects of climate change become increasingly apparent, making the need for urgent action and transition to a more sustainable future more pressing than ever. The consequences of inaction are dire, including more frequent and severe weather events, loss of biodiversity, and global food and water shortages. This blog post will discuss the current state of climate change, explore its impacts, and highlight efforts to mitigate its consequences and embrace a more sustainable path.
Climate Change: A Global Concern
Climate change is a global issue, with average temperatures rising at an unprecedented rate due to the increased concentration of greenhouse gases in the atmosphere. This warming trend has been primarily driven by human activities, such as burning fossil fuels, deforestation, and industrial processes. The Intergovernmental Panel on Climate Change (IPCC) has warned that we must limit global warming to 1.5°C above pre-industrial levels to avoid the most catastrophic consequences.
Impacts of Climate Change
The effects of climate change are already evident around the world and pose significant risks to ecosystems, human health, and economies. Climate change exacerbates extreme weather events, such as hurricanes, droughts, and heatwaves. These events can lead to loss of life, property damage, and significant economic costs. As glaciers and polar ice caps melt, sea levels are rising, threatening coastal communities and infrastructure. The increased absorption of carbon dioxide by the oceans is causing them to become more acidic, leading to the decline of coral reefs and other marine ecosystems. Warmer temperatures and changing weather patterns disrupt ecosystems, leading to the extinction of many species and the collapse of habitats. Climate change affects agricultural productivity, causing food shortages, and exacerbating water scarcity in many regions.
Efforts to Mitigate Climate Change
To address the challenges posed by climate change, global efforts have been focused on mitigation and adaptation strategies. Governments and businesses are working to reduce emissions through policies like carbon pricing, renewable energy incentives, and energy efficiency standards. The shift from fossil fuels to renewable energy sources, such as solar and wind power, is critical in limiting global warming. Planting trees and restoring forests help sequester carbon dioxide and protect ecosystems. The adoption of sustainable agricultural practices can help reduce emissions while ensuring food security. Strengthening infrastructure to withstand the impacts of climate change can reduce vulnerability to extreme weather events.
Embracing a Sustainable Future
As the effects of climate change become more apparent, it is essential to transition to a more sustainable future. This involves not only addressing the root causes of climate change but also building a world that prioritizes social and environmental well-being. Some key principles for a sustainable future can a shift from a linear “take, make, dispose” economic model to one that reuses and recycles resources, minimizing waste and pollution. Ensuring that the benefits of sustainable development are shared fairly among all members of society. Protecting and preserving ecosystems, reducing pollution, and promoting biodiversity. Fostering understanding and action on climate change and sustainability through education and public awareness campaigns.
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Abstract
Contents
Abstract 2
Table of Content 2
List of Figures and Tables 2
- Introduction 2
1.1 Research Question 3
1.2 Research Purpose 3
1.3 Research Rationale 3 - Literature Review 4
2.1 Strategic HR Management 4
Common Global Practices, SHRM at IBM: A Case Study 4
2.2 Theory to Praxis 4
SHRM Theories, Implementation at IBM 4
2.3 Current Issues 4
Recruitment, Training & Motivation, and Retention 4 - Methodology 4
3.1 Research Philosophy 4
3.2 Qualitative and Quantitative Approaches 4 - Selected Research Methodology 4
4.1 Research Approach 4
4.2 Sampling 4
4.3 Data Collection 4 - Findings and Analysis 4
5.1 SHRM Approaches at IBM 4
5.2 Recruitment and Training at IBM 4
5.3 Motivation and Retention 4
5.4 Analytical Overview 4 - Conclusion and Recommendations 4
References 8
Appendices 9
Table of Content
List of Figures and Tables
- Introduction
According to the Annual Report 2015 of IBM, the current strategic imperative revenue mix
of the company, against the market get noted as follows –
Figure 1 IBM: Strategic Imperative Growth
Source: IBM (2015)
It has been clearly marked in the current competitive market scenario, IBM has considered its
strategic imperatives as significant elements to its management process. Its expansion in the
fields of analytics, cloud, mobile, security, and social context remains successful in gaining
27% of its total revenue of $25 billion in the year 2014. With the establishment of 3,000
patents in 2014, the company acknowledges that it is the capacity and efficiency of its human
resource (HR) that integrated technology in accordance to the business proceedings the
clients, and adding success to the company on a worldwide basis.
Considering developmental approaches of IBM as the core subject, this research is offering a
research on the ways the Human Resources are recruited, generated, maintained, and further
retained in IBM. The approach is in gaining information about the strategic management
formulations as considered by IBM in being able remain competitive in the global market.
For this purpose the official declarations of IBM, like Annual reports and news articles will
be considered. Further analytical overview will include various theories, peer-reviewed
journal articles, and literary sources for the understanding of Strategic Human Resource
Management, with close study of the practices in IBM.
1.1 Research Question
In the domain of HRM, why IBM can be idealised by a company, to gain knowledge about
sustainability and growth in the current global market?
1.2 Research Purpose
The core purpose of this report is to analyse the SHRM of IBM, in order to gain necessary
knowledge about the implementation of strategic theories and practices in the HR domain for
organisational success. As under the intensive pressure of globalisation, the companies are
facing enormous hurdles in recruiting the right employees, training and motivating them, and
get most strenuous in retaining valued employees; this research aims to offer the tips and
tricks of IBM in resolving these issues in particular.
1.3 Research Rationale
As against many competitive software companies, like Accenture, Hewlett-Packard, Apple,
etc., IBM with 379,592 employees, excels itself in the process of recruiting, training &
motivating, and retaining employees for organisational growth and long term sustainability in
the market (IBM, 2014). Its achievements and growth makes it one of the most best place for
generating a good career for an employee (IBM, 2015 a). This is the reason that IBM has
been selected here, as an ideal company to understand its HR strategic management for the
upliftment of those companies that still strive to gain more potentiality in global market.
- Literature Review
2.1 Strategic HR Management
Common Global Practices, SHRM at IBM: A Case Study
2.2 Theory to Praxis
SHRM Theories, Implementation at IBM
2.3 Current Issues
Recruitment, Training & Motivation, and Retention
- Methodology
3.1 Research Philosophy
3.2 Qualitative and Quantitative Approaches - Selected Research Methodology
4.1 Research Approach
4.2 Sampling
4.3 Data Collection - Findings and Analysis
5.1 SHRM Approaches at IBM
5.2 Recruitment and Training at IBM
5.3 Motivation and Retention
5.4 Analytical Overview - Conclusion and Recommendations
Appendices
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Table of Contents
TASK 1 3
1.1 Explain the link between strategic management and leadership 3
1.2 Analyse the impact of management and leadership styles on strategic decisions 5
1.3 Evaluate how leadership styles can be adapted to different situations 6
TASK 2 7
2.1 Review the impact that selected theories of management and leadership have on
organizational strategy 7
2.2 Create a leadership strategy that supports organizational direction 9
TASK 3 11
3.1 Use appropriate methods to review current leadership requirements 11
3.2 Plan for the development of future situations requiring leadership 13
TASK 4 15
4.1 Plan the development of leadership skills for a specific requirement 15
4.2 Report on the usefulness of methods used to plan the development of leadership skills 17
TASK 1
1.1 Explain the link between strategic management and leadership
Strategic management is defined as decisions taken by the managers in framing strategies in a
way so as to augment organization’s performance and achieve competitive advantage
(Thompson & Martin 2010) . Strategic leadership is referred as potentiality of a manager to
utilize strategies and attain mission and vision of an organization as well as to guide and
motivate other members of the organization to achieve organization’s objectives (Hill & Jones
2012) .
Both leaders and managers act in the organization to achieve the common goal of the
organization. Where managers are concerned about shaping strategic ideas and plans to achieve
organizational goals leaders are concerned about undertaking strategic actions to attain the goal.
The linkage between strategic management and leadership can be well described using the
Drotter pipeline model which identifies six key passages through which a leader grows and is
also helpful for the management to develop leaders in the organization (Charan et al. 2010) .
4 | Page
Figure 1 Leadership Pipeline model
Source: (Charan et al. 2010) .
As per the pipeline model in case of first passage that is transition of a leader from managing self
to managing others, organization need to ensure that the leader understands what is the
organization’s expectations. At this passage a leader need to develop effective communication
skill, able to handle conflicts, delegate work properly and should seek 360 degree feedback for
own improvement. In case of transition from managing others to managing managers, a leader
should inhibit the role of a coach and mentor. Leader should be able to create a competent team
and use organization resources effectively. In case of third passage from managing mangers to
functional manager, a leader need to think and act strategically and should be aware of the recent
trends. In the fourth transition from functional manger to business manager, a leader needs to
have a shift in values and perceptions so as to handle the entire business functions. During the
fifth passage, from business manager to group manager, a leader need to have the capability to
broader long term goals of an organization and undertake strategic decisions. In the sixth
transition from group manager to enterprise manager that is the CEO need to be responsible for
building leadership, implementing various decision making methods to cite a few (Charan et al.
2010) .
Siemens needs to apply the Drotter pipeline model to overcome the leadership issues in the
organization such as the case of bribery (News 2012) . Moreover, organization needs to improve
the link between management and leader since employees are reluctant to report to the
management in case of any operational issues (The Economists, 2014) .
1.2 Analyse the impact of management and leadership styles on strategic
decisions
Strategic decisions of an organization are influenced by a number of factors such as style and
nature of organization’s leaders, organization’s life cycle stage to cite a few. Leadership style
inhibited by mangers especially at the top level forms the most vital factor in shaping strategies
for the organization. Developing a competitive and clear strategy is a challenging task and is
dependent highly on skills and competencies of a leader. A leader needs to have a style
exhibiting the ability of flexibility, bringing necessary changes in organizational culture, long
term viewpoint and need to be proactive in anticipating the contingencies to cite a few (Anon
2008) .
Management and leadership styles have a considerable impact on the strategic decisions of an
organization which is evident from the various organizational issues encountered due to poor
leadership style exhibited by Siemens ( Becker 2014) . The organization is believed to have poor
communication system. Employees in the organization were unaware regarding the
management’s decision of undergoing for an organization’s restructure. Employees got
information only through external parties such as reports from press or agencies, webcast to cite
a few. Employees didn’t have any knowledge regarding their job securities as well. As per the
recent information strategy of the organization employees were not considered to be a family as
considered earlier and hence transparency in information was no more maintained by the
management with its employees (Becker 2014) . This type of leadership behavior affected the
organization’s business and reputation negatively. Some of the problems faced by Siemens
includes losses in running solar power unit, interruption in high speed train deliveries resulting
into a fine worth of nearly €116 million in the year 2013, inability to relate offshore wind farms
with power grid resulting into a fine nearly to Euro 570 million in the year 2012 (Troianovski
2013) .
1.3 Evaluate how leadership styles can be adapted to different situations
Leadership is concerned about the needs of the organization and employees working in the
organization. All leadership styles cannot be adopted by a leader as per ones convenience or
liking. A leader needs to act differently in varied situations and circumstances so as to solve
complex problems at times. Leadership styles need to be tailored by the leaders of any
organization as per the demand and necessities of a particular situation. It also includes
recognizing what people in the organization demands and what are the challenges that an
organization is currently facing (Murray 2010) .
The senior management in the Siemens organization wanted to expand its business portfolio. The
organization seeks to enter into the world of digitization and automation along with
electrification so as to augment business profitability. The management aims at bringing a
change in organizational culture for such expansion (The Economists, 2014) . In order to change
7 | Page
organizational culture the leaders in Siemens need to adapt transformational leadership style. A
transformational leader is characterized by the ability to persuade or inspire others. As
expectation from the team member is high this type of leadership style will help Siemens to
inspire its employees to participate in bringing about an organizational culture change required to
meet business expectations. This will in turn improve the productivity level and engagement of
its employees (Ricketts & Ricketts 2010) .
Siemens need to improve its operational performance as failure in number of projects has
affected the profitability of the organization considerably. Reasons of such failure being
employees fright to report to the management at times when problems were encountered during
project execution (The Economists, 2014) . Such situation demands the management to adopt a
democratic and participative leadership style (Ricketts & Ricketts 2010) . As per this style that is
transformational leadership, Siemens will be able to improve employee participation in
successful completion of the project by giving them ownership and rewarding them for reporting
in case of any project related issues.
TASK 2
2.1 Review the impact that selected theories of management and leadership
have on organizational strategy
Management and leadership are the two most powerful and dynamic tool commanding people
and guiding the organization’s activities. There are many contemporary as well as sophisticated
theories on management and leadership that had been proposed by theorists. Some of the theories
are Transformational theory, Transactional theories, Behavioural theory, Functional theory,
8 | Page
Great man theory, Situational theory, Trait theory to name a few (Chemers 2014 ; Gill 2006 ; Waite
& Chiefs 2008) .
The management and leadership theories that have been selected are transformational and
transactional theories to review the impact of these theories on organization’s strategy.
Transformational theories: Transformational theory was framed by Burns (1978) and later by
Bass (1995, 1998) (Bass & Riggio 2006) . As per this theory a transformational leader has the
capability and skill to persuade and motivate its team members for the successful
accomplishment of organization’s objectives by aligning individual’s goals and values with the
organization values and goals. Howell and Avolio (1993), affirmed that a transformational leader
is characterized by five key traits which are inspiration, simulation, vision, team building and
coaching (Bass & Riggio 2006) . There are four components of a transformational leader which
are idealized influence, inspirational motivation, intellectual simulation and individual
consideration. A transformational leader develops strong communication network in the
organization by disseminating organization’s objectives and vision clearly to the organization’s
members (Bass & Riggio 2006) .
Impact on Organizational strategy: Since the organization, Siemens is targeting for a change in
organizational culture so as to expand its business operations from electrification to digitization
and automation it is essential to communicate to the employees the need and benefit of an
organizational change and to persuade and motivate them for such change. Moreover, in Siemens
interpersonal skills between management and employees is very poor due to huge
communication gap. A transformational leader will be able to communicate properly the
organization’s strategy and overcome resistant to culture change.
9 | Page
Transactional theories: As per Burns (1978), a transactional leader is one who is task oriented
and has the ability to guide its members in a specific direction so as to achieve organizational
goals (Martin 2006) . A transactional leader is characterized by contingent reward and
management by exception (Chemers 2014) . Followers need to follow the instructions and
guidance of the transactional leader and the leader in turn rewards its followers. Apart from
rewards a transactional leader adopts various other approaches in order to accomplish
organization’s goals such as appealing to the group members, punishment, being aggressive to
cite a few. However, involvement of transactional leaders as far as group activity is concerned is
less and intervenes when the group displays underperformance (Martin 2006) .
Impact on Organizational strategy:Siemens have been facing various operational issues such as
project failures, late deliveries to cite a few. The company’s ethical dimension was at stake due
to bribery issues. One of the major concerns of Siemens is employees’ unenthusiastic attitude to
report any problem with management which in turn is hampering its organizational performance.
A transactional leader will be able to motivate employees through reward and proper guidance to
improve performance and execute work properly.
2.2 Create a leadership strategy that supports organizational direction
Leaders at any level in the organization require having expertise and skills in certain areas. Some
of these areas are knowledge and competencies in technological area, good communication and
interpersonal skills, competent conceptual proficiency so as to frame strategic decisions and
solve complex issues (Leatherman & Leatherman 2008) . Siemens in order to bring a change in
its organizational culture and improve business productivity needs to frame a leadership strategy
which will support its organizational direction and strategy. Some of the proposed strategies are:
6 | Page
Self leadership: As per self leadership strategy a leader before leading other members in the
organization need to be self influenced, self regulated and self committed. A leader needs to
undergo self assessment so as to explore and identify that it possesses requisite skills,
knowledge, qualities and nature of being an effective leader. It will help a leader to realize its
capabilities to achieve organization’s success through the application of its skills and talents.
Leaders at the Siemens organization need to align their vision with that of the organizational
vision. A leader needs to be clear about organizational objectives, values and mission so that
they can communicate the same clearly to other members of the organization and motivate them
to attain the same (Neck 2006) .
Team Building: Leaders at Siemens need to give priority in building an effective and productive
team. People in an organization are from different ethnic and cultural backgrounds. Employees
differ in terms of technical knowledge, skills, competencies, specializations as well. It is
imperative for leaders to consider all these factors while building a team so as to maintain team
cohesiveness and set team culture and values in alignment with the organizational culture and
values (Malone 2009) . Clarity in role of every team members need to be maintained to avoid role
conflict. Leaders also require taking the responsibility of assessing team performance and
undertake team development process on continuous basis through effective training and
development. This will help in improving productivity of team members and hence overall
organizational performance will also improve (Malone 2009) .
Mentoring: Mentoring refers to advising, motivating and inspiring to cite a few for uplifting
employee’s behaviour. The main objective of a mentor is to help its mentee grow and develop in
the organization (Rothwell & Chee 2013) . As per this strategy a leader in organization needs to
play the role of a mentor that is advice and guides its employees so as to enhance employee’s
11 | Page
motivation level. Siemens needs to adopt a mentoring approach to improve the productivity
capacity and potentiality of its employees. This will also help the organization in building a
learning organization as well. Through mentoring employees will be able to share the experience
of leaders and gain knowledge through it which in turn will contribute to the overall success of
the organization. Through this strategy Siemens will be in a position to develop an organizational
culture which will exhibit high job satisfaction, less employee turnover and high level of
employee development (Aubrey 2011) .
TASK 3
3.1 Use appropriate methods to review current leadership requirements
For an organization it is inevitable to have competent and skilled leaders which will not only be a
support to the employees but also aid in achievement of organizational objectives too. Leaders to
a large extent are responsible for organizational success mainly becausetheir traits. Siemens
presently is experiencing major restructuring which requires effective leadership skills. A
complete overhaul of existing strategic approach is proposed in Siemens as it to a large extent
suffers from issues related to bribery, inappropriate and inefficient communications, non-
transparency in information sharing, instant decision making, late deliveries of contracts, casting
off plans, declining profitability, negative impact on organizational image (Dietz & Gillespie
2012 ; The Economist 2013) . Along with this, existing organizational structure of Siemens
designed by Peter Löscher with four major departments namely, energy, industry, health care
infrastructure-and-cities was unable to support organizational operations and vision and thus
resulted in internal operational inefficiencies (The Economist 2013) .
In order to review the leadership requirements of any organization for example Siemens in this
case trait leadership theory is best applicable. It is mainly because this theory assists is
indentifying varied traits required for an effective leader.
Trait theory of leadership: The trait theory of leadership puts forward that definite set of
characteristics establish the type of leadership that will be adopted by particular human being.
These characteristics comprise of ability to take responsibilities, risks, authorities, approach and
relationships with followers, capability of taking decisions, level of tolerance, level of self
confidence, extent of social interactions, creative spirits are a few considered to be a few
examples (Northouse 2012) . Along with a proficient leader should also posses skills related to
efficient communication, management of time and stress, effective listening, planning,
management of workforce, motivating workforce to name a few (Northouse 2012) . In order to
review potential or current leadership requirements, the traits mainly required for leadership
designation are identified (Mills et al. 2006) . Based on this list mapping between prospective
leaders and leadership requirements is undertaken to determine the best suitable leader. With the
help of trait leadership theory, an organization will not only be able to identify varied leadership
traits required but also use them as benchmarks to critically scrutinize and assess leadership
performance.
Presently the culture of Siemens is infected with a number of issues mentioned above and thus
change is highly essential. By adoption of this theory Siemens to a large extent will be in a
position to identify the most appropriate leaders who will be successful in meeting the leadership
requirements essential to bring about a change within the organization. Ultimately by identifying
required leadership traits Siemens will be able to overcome organizational problems thereby
smoothly undertaking overall restructuring and renovation of organizational set up. An effective
13 | Page
leader with effective leadership qualities will be able to bring in innovative ideas for supporting
organizational restructuring process and facilitate in bringing about a positive cultural change.
3.2 Plan for the development of future situations requiring leadership
In order to efficiently execute their responsibilities and make appropriate decisions it is
inevitable for leaders to be well informed along with being attentive peripheral activities within
business environment (PriceWater House Coppers 2008) . Leaders also need to be conscious
along with being responsive towards changes in technology, legal compliances and regulatory
framework especially when operating on a global scale. Thus for leaders of Siemens need to
consider not only the facets of business environment prevailing in Germany but also significantly
consider the global ones also. For Siemens in order to grow economically in a sustained manner
it is essential to foster leadership that will help the company is overcoming issues related to
bribery, ineffective communication, and change resistance (Bradt 2013 ; Dietz & Gillespie 2012) .
Along with these micro level issues, Siemens also need to overcome macro level issues related to
declining organizational profitability and intensification of competition affecting Siemens’ basic
existence (Bryant 2013) .
The future goal of Siemens is specific which is defined in its statement of Vision2020 (Siemens
2014) . The statement outlines Siemens’s strong commitment towards gaining leadership by
emerging as a sustainable company by consistently enhancing its performance and expanding
business into company lucrative business ventures which will also trigger organizational
growth (Siemens 2014) .Siemens’ dedication towards achievement of this vision is highly evident
from the decisions taken by the organization. One such decision was changing its top
management board along with shuffling of its teams responsible for corporate-oversight in the
year 2013 (Boston 2013) . During these changes even the Chief Operating Officer (CEO) was also
14 | Page
changed which was a shocking happening in Siemens (Bryant 2013) . Another massive jolt that
was received by the people associated with Siemens was layoff of approximately 12000
employees under the organizational restructuring plan (Becker 2014) . This was mainly because
these job cuts were not undertaken as a part of planned change. Further the employees were not
very clearly communicated regarding the same which added to their utter dismay.
In order to convert this ‘Vision 2020’ dream into reality having effective and efficient leadership
for Siemens is the need of the hour. Highly result-oriented leaders with strong leadership are
essential for different business functions of Siemens laid down under its matrix format ranging
from manufacturing to finance, marketing to research and development and manpower
management to administration (Trott 2008) . In order to aid in achievement of this vision of
Siemens it is unavoidable for Siemens to have effective leaders. These leaders with their higher
performance quotient will help in determining the course of action that needs to be pursued along
with overcoming all the evils to which Siemens is presently subjected to. The future
developments in Siemens are backed by principles of agility, leanness, flexibility and
reliability (Bryant 2013) . Thus leadership requirement for Siemens needs to be developed
accordingly.
By appropriately planning for the future requirements, Siemens will be able to avoid situations
that require sudden actions and thus proactively pursue control mechanisms through effective
leadership.
TASK 4
4.1 Plan the development of leadership skills for a specific requirement
15 | Page
Leadership plays a dominant role in crafting of organizational strategies that facilitates an
organization is gaining competitive edge thus gaining long run sustainability and profitability. It
is the leader which helps in shaping organizational vision along with varied strategic objectives
that needs to be pursued for achievement of the same. Thus a leader lays the foundations for
organizational culture and defines philosophy of an organization. In order to achieve
theexpectedfuturistic situation, the leadership skills required in Siemens should be based upon
the following parameters:
Ethical Behavior to Restore Positive Image: The negative image due to rampant bribery
practiced in Siemens is one of the most important challenges that present leaders needs to work
upon (Dietz & Gillespie 2012) . Thus the focus would be on restoring positive image. In order to
do so, the leaders need to preach and practice ethical behavior by defining values and developing
standards for the same (Pelletier & Bligh 2008) . These values and standards will act as
guidelines and thus inspire followers to fall in pursuit.
Change Orientation: The present culture of Siemens which is 166-year old is highly resistant to
change (Bradt 2013) . But in order to realize this vision developing a culture that is dynamic and
not resistant to change is the only way out. Thus the leader should prepare its followers for
tomorrow by motivating them to have a flexible approach towards change. Cultural change
which with a more open attitude towards change is to be encouraged by the leader (Bradt 2013) .
Effective Communications: Instances in Siemens highlight that presence of huge
communication gaps within the system has not only plagued the organization but also resulted in
occurrences of such massive problems. The leader thus should encourage two way
communications along with promoting communication transparency. In order to do so, advanced
16 | Page
technology should be adopted that would promote free flow of information across all functions
and departments of Siemens thereby connecting global operations and employees working in
different nations (Hernez-Broome & Hughes 2004) .
In order to develop the above identified skills an integrated approach in which workshop learning
and on-the-job learning will be developed (Nelson et al. 2011) . The plan would comprise of
formal leadership development programs and action learning.
Formal Leadership Development Programs: Siemens has been an acknowledged for its efforts
undertaken to develop leaders from within the organization. The company has a personalized
leadership development program that focuses on development of leadership by concentrating on
9 major perspectives namely, strategic-creativity, management of change, enlargement of teams,
value, compassion towards intercultural aspects, focus and achievement of business results,
alliances and persuasion, leadership and orientation towards customers (Inside HR 2014) . This
leadership programs should be promoted more aggressively and concentrate on specific
leadership skills required for overcoming current issues outlined above.
Action Learning: In action learning leaders will be subjected to real life situations occurring
within Siemens and thus learn while resolving practical issues (Saks et al. 2010) . Basically
leaders will be either exposed to such problems with which are not common or to similar
situations in unusual environment (Nelson et al. 2011) . This will nourish leadership skills among
potential leaders by testing their existing capabilities.
4.2 Report on the usefulness of methods used to plan the development of
leadership skills
The plan for development of leadership skills will only be successful when leaders resort to self-
awareness plans. These plans help them in identifying their potential competencies and weak
points which they can improvise upon when subjected to planned integrated leadership
development approach (Raelin 2006) . The foundation of effective leadership and its development
is laid upon experiences by a leader in different settings namely workshop learning and on-the-
job learning. The basic objective of any leadership skills development program is to enhance an
individual’s attitude, skills and knowledge thereby raising his or her efficiency levels to perform
effectively in present and future circumstances.
The usefulness of the above methods will be explored from dependability and honesty, self
learning, and futuristic perspectives.
Dependability and Honesty Perspective: Integrity implies consistency of performance
delivered by a leader. The chosen methods for leadership development will primarily focus on
enhancing leader’s behavior in a positive and ethical direction which will thus motivate
followers to perform on similar lines (Peterson 2004) . To bring about a complete change within
Siemens, transformational and charismatic leadership is required which is possible only when the
leadership development models are based upon this perspective. These methods would focus on
nurturing leadership skills by focusing on brining about change within the organization with
ethical perspectives along with exercising control on intentions to be involved in negative or
unethical activities (Palanski & Yammarino 2009) . With the aid of dependability and honesty
perspective a leader will be in a position to resolve issues arising at differing organizational
levels and thus smoothenachievement of Siemens’ vision.
Self-Learning: Individualistic development is at the core of any leadership development
program. These development programs would foster self-learning among leaders through the
18 | Page
process of self-discovery of individual strengths and weaknesses (Raelin 2006) . The leaders by
having an understanding about self will be able to take measures to overcome weaknesses and
convert strengths in competitive advantages (Kolb 2014) . Self-learning will help leaders to take
knowledgeable actions. The integrated leadership development program in Siemens will also
focus on this perspective and thus will be useful in enhancing leadership skills.
Futuristic Perspective: For leaders to be able to take proactive actions it is essential to have a
futuristic perspective (popularly known as vision). Based on the present circumstances they
should be in a position to forecast the future and take actions accordingly. These leadership
development programs in Siemens will help in developing this futuristic perspective among
organizational employees especially among potential leaders (Wang et al. 2005) .
In a dynamic business environment in which companies are striving develop human assets to
gain competitive advantage developing effective leaders is highly significant (Kolb 2014) .
Developing leaders requires investment of scare resources and thus organizations need to be
cautious while determining methods for doing so. Siemens is already experiencing a tough time
and in on the verge of complete organizational change. Thus the leadership development
programs need to consider this aspect and successful help the organization to undergo change.
Ultimately the usefulness of leadership development programs will be tested during this hard-
hitting time faced by Siemens.
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The outstanding rise of three major Full Service Carriers of the Gulf area, namely, Emirates, Qatar and Etihad; has reshaped entire market of global aviation, especially around Dubai, Abu Dhabi, and Doha. These airlines are adopting diversified means of business strategies in order to meet the increasing global competitiveness. with initiations of these FSCs the Gulf airlines are developing as “global super-connectors” that has the capability of connecting any of the two determined global points, with single stopover in the Gulf (Editorial, 2013, see Figure. 1).
The derivations of Ulrichsen (2015) showed that the culminated achievements of these airlines in Jan. 2015, made Dubai International Airport overtake the Heathrow Airport of London, and thus, it is recognised as the busiest airport in the world. The report added that there is 6% increase in the annual collection of international passengers, which was 70 million (approx.) in the year 2014, as against least increasing rate led by Heathrow operations at near-peak capacity in terms of regulatory and space related constraints. Moreover, the analytical discussion led by Mutzabaugh (2015) states that Emirates, Etihad, and Qatar Airways are much benefited by the absence of any kind of legal or political constraints, as in the “legacy carriers” of Europe as well as the North America. It has been also mentioned that the models of state capitalism, in both economic and political development process, further add to these constraints.
In this paper, the achieve approach is to gain in-depth realisation about the aviation market and the distribution of the major airlines of the world, which are Emirates, Etihad and Qatar. The business models, along with their strategies and networking systems will be analysed for more elucidated understanding of this business domain. The technical, regulatory, and legal concepts of these airlines will be illustrated with the aim of achieving a closer and comprehensive ways knowing their business practices. Significant emphasis has been led over Emirates’ commercial co‐operation, in reference to Qantas joint service deal, Etihad’s investments in multiple carriers from diversified international markets, and Qatar’s participation in the global alliance. These selected commercial strategies get analysed with supportive illustration from Etihad’s approach in particular.
Commercial Co‐operation: Emirates
According to the records of CAPA (2013) Emirates is identified for its wide ranged and very broad international connectivity. It is a company that is getting the key position in creating competitive edge for all the other global aviation companies. The report adds that among all the major three Gulf carriers, Emirates comprises of the most mature networking functionality in the entire North American region. This is the reason that this company gains the leverage to have strong hold in aviation industry for a longer duration. the strategic approach of this company depends on its way of managing commercial co-operation with various aviation companies. CAPA (2010), refers to the established carriers networking of this company in European and the Australia market. These deals perceive the strategic approach of Emirates as strong and dynamic in the global carrier business. This happens through the increasing commercial co-operation of Emirates with Europe, North America, Asia and Australia.
CAPA (2013 a) laid focus on the commercial co-operation of Emirates with Qantas and American Airlines. The profitability has been inscribed by this report by stating that in a couple of year there is the transformation programme, whereby Qantas avails underlying profit prior to the tax amounting 192 million AUD (or 172 million USD) for FY 2012-13. Moreover, it is important to note that Emirates still is on the form of offering cooperation rather than getting in to long-term alliances. The research initiative led by Parker and Löfberg (2009) noted Emirates for its anti-competitive elements and the ideology that through alliances, a company tends to gain artificial speed in the business. This can be referred to the relationship of Emirates with American Airlines that was led with the aim of offering more benefits to the consumers through the availability of multiple airlines.
In the same thread there is the codesharing initiated by the Emirates with Malaysian airlines (Cole, 2016). The report by Cole (2016) analyses the purpose of this commercial co-operation of Emirates to the Malaysian airlines and notes that this venture looks forward to offer more seamless kind of travel options to the passengers to 15 Malaysian cities, with convenient connectivity to Kuala Lumpur. On a reciprocate ground these travellers are also benefited by the expanded network, that comprises 90 destinations from the Middle East, Europe, America and Africa.
Though there is no room or extensive alliances led by Emirates, yet even in the future Emirates aims to continue with its strategic approach of offering commercial co-operation to various airlines. As reported by The Emirates Group (2012) the company added seamless connections between Dubai International Airports and Lisbon. It is through the reciprocal codesharing that the customers are availed with the benefit to enjoy single-combined ticket for the Emirates as well as TAP flights as operated from Portugal. Apart from that The Emirates Group (2013) further notifies that Emirates SkyCargo along with Qantas freight are getting into partnership for gaining new trading and business opportunities. This is a partnership that is offering seamless access to the consumers from their network to other networks.
The CAPA (2013 a) report declared that in the FY 2012-13, entire international aviation commercial strategy revamped with and around the co-operations as offered by Emirates. There are competitive platforms marked from Virgin Australia. It is here that the Qantas makes some distinct progress and gains transformational international look in the aviation business, until FY 2014-15. The approach is in terms of putting these commercially equipped partners in the position of preparing extensive expansion of their routes from 2016 (Emirates, 2015)
Following the commercial success of Dubai in the aviation industry, the rulers from Abu Dhabi, UAE, decided to meet the economical gap by the establishment of a flag carrier meant for UAE. As in the year 2002, Qatar gets withdrawn from Gulf Air, the Abu Dhabi rulers planned to establish a new airline (Etihad, 2015 a). Initiated by a royal decree in the month of July 2003, the Etihad Airways had its first flight in November 2003 (Opu, 2010). This airline came with the commercial strategic approach of investing in the venture of getting hold over multiple carriers across the world (UAEInteract, 2003). Since then, Etihad grew with 70 aircraft to meet 80 destinations and designated itself as the world’s ‘fastest growing airline’ (Al-Sayeh, 2014). As recorded by Al-Sayeh (2014) until 2014, this airline was operating to all the continents, with extensive announcement of expanding multiple carriers in the European and Asian nations.
The commercial strategy of making investments in multiple carriers by Etihad Airways offered it with the mode of quick growth scope in a very short span of time (Etihad, 2013). By the last part of 2011 the Etihad Airways decides about increasing its ownerships in the stakes that are spread over multiple international markets. The strategy started by increasing stake ownerships with Air Berlin, and soon covered Aer Lingus (by 3%), Virgin Australia (by 20%), Jet Airways (by 24%) and Air Seychelles (by 40%) (Etihad, 2013). By 2014, this airline acquired 49% of stake ownership over newly re-launched flights of Air Serbia. This is the commercial strategy of Etihad, which allows the company to buy or invest in stakes of multiple carriers, as per ‘craft codeshare agreements’ being in its favour.
Conclusively, obvious rise and development of the three major Gulf airlines, namely Emirates, Etihad, and Qatar get noted in the international aviation market. As a result, of this the global market is in great demand of implementing exemplified or similar commercial strategies for sustainability amidst the competitive platform as created by these Gulf airlines. The study of Emirates’ commercial co‐operation, as through Qantas joint service deal; Etihad’s commercial strategy of investing in global multiple carriers; and Qatar’s decision to be a part of global alliance, show that the airline industry should start functioning in more innovative commercial way. It is highly important for all the international airlines to abide to international agreements and maintain transparent consumer–oriented service deliveries to all the stakeholders of the aviation industry.
As exemplified by the ‘Big Three’ airlines from Gulf, irrespective of operating from closely located hubs, these airlines are successful. The reason is that they follow different commercial strategies of aviation business.
- Emirates stands as the pioneer with long-haul network, fiercely dominated competitiveness, along with incumbent carriers in order to connect traffic. The partnership of Emirates with Qantas strengthens this trend of dominance, especially in the routes connecting Australia and European nations.
- As for Qatar Airways, it has been a process of meeting a huge ambition and the same gets achieved through its opening up to the global Oneworld alliance. As a result, Qatar Airways transforms its carriers into various connecting routes.
- Lastly, the commercial strategic approach of Etihad appears more outstanding. Etihad is a company that joined the bandwagon very late, yet is equally offering aggressive competitive edge to its contenders. Its success is in its decision of investing over multiple carriers with more service-led facilities and offers in both regional networks and long-haul connections, on a parallel basis.
Thus, it is to be noted that to gain positive edge of the global competitiveness, the international airlines must have right commercial strategies, as in case of Emirates and Qatar, to be specific; and follow change in both fundamental as well as strategic approaches. The basic approach of any international airline should be in creating critical customers, specifically assessed destinations, and offering innovative services and products, in order to gain competitive advantage over the selected region and attain upward mode of mobile clientele; as in the case of Emirates, Etihad, and Qatar.
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