The Formation Of The United Airlines Business Essay - Free Essay Example

Sample details Pages: 6 Words: 1830 Downloads: 1 Date added: 2017/06/26 Category Business Essay Type Analytical essay Did you like this example? United Airlines was started in the early 1930s by Bill Boeings aeronautic conglomerate in for it to exploit demand for air transport and to dole out as an direct market for renowned Boeing aircraft. At first United served as a syndicate, involving the involvement of several autonomous airline companies. One of those companies was Varney Air Lines, recognized by way of being Americas first commercial air transport company. Don’t waste time! Our writers will create an original "The Formation Of The United Airlines Business Essay" essay for you Create order Boeings holdings grew to include airlines, airplane and parts manufacturing companies, and several airports.Later William Boeings company was broken down into three: a parts supplier, an aircraft manufacturer , and the United Air Lines airline group. The Board of Directors at Continental and United airlines agreed a stock-swap transaction that would unite them into the worlds principal airline on Sunday, May 2, 2010. On October 1, 2010, UAL Corporation (the parent company of United Airlines changed its name to United Continental Holdings, Inc. and completed its acquisition of Continental Airlines. United Continental Holdings, Inc. is the holding company for United Airlines and Continental Airlines. It has more than 80,000 employees all over the world.The company is committed to emerging the airline customers want to fly, and the airline employees want to work for. The companys corporate and operational headquarters are sitiuated in Chicago. On October 1, 2010, United and Continental closed their previously announced all-stock merger of equals transaction to come up with the worlds leading airline. The new United will offer customers an enhanced travel best experience, combining the best products and services each carrier has to offer. The airline will be focused on being the airline that customers want to fly as well as the airline employees want to work for and the airline shareholders want to invest in. Uniteds and Continentals major operations consist basically of the transportation of persons, property and mail around the United States and abroad. United Airlines is an international carriers situated in the United States. Together with other regional flights operated on Uniteds behalf under capacity purchase agreements with several carriers, does approximately 3,400 flights a day to approximately 230 United States domestic and international destinations from its major hubs in L .A , Denver, San Francisco, Washington D.C. ,Chicago and Tokyo . Both airlines have suffered losses in the downturn and anticipate the merger to raise savings of more than $1 billion a year. The combined airline will serve up to 370 destinations, from the 10 hubs listed below .Their mission is to develop, implement and communicate Uniteds commitment to community service by sponsoring and supporting charitable organizations, as well as programs and activities that improve the communities where our customers and employees live and work as well as To be recognized as the best airline in the industry by our customers ,employees, and shareholders Continental Airlines utilizes a divisional structure comparative to the management of its range of entities. This structural plan is owed to the intricate nature of the aviation industry as well as the independence necessary in operating a twenty-four hour a day, seven day per week worldwide business. Their organizational structure is comprised of the president and the ceo,executive vice president human resource and labour relations,the executive vice president and chief revenue officer, executive vice president and president ,mileage plus holding, executive vice president communication and government affairs, executive vice president and chief information matters officer, executive vice president and operation officer, executive vice president and financial officer, executive vice president general counsel secretary(interior). Among its marketing strategy and product mix plans are the announcement that it had $9 billion of unconstrained cash at closing. Company executives said the merger will bring $1 billion to $1.2 billion of annual cost and revenue profit by 2013. The benefits will largely consist of $800 million to $900 million of incremental annual revenue, derived from the expanded network and service. In December 2009, the Company announced its intention to place an aircraft order for 25 Boeing 787ÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢8 Dreamliner aircraft and 25 Airbus.A350 XWB aircraft, with future purchase rights for an additional 50 planes of each aircraft type. The 25 Boeing aircraft and 25 Airbus aircraftare to replace the Companys international Boeing 747s and 767s. The Company estimates that it will reduce its fuel costs and carbon emissions from the 25 Boeing aircraft and 25 Airbus aircraft combined by approximately 33% compared with the aircraft they will replace, lower average lifetime ma intenance costs for the 25 Boeing aircraft and 25 Airbus aircraft combined by approximately 40% per available seat mile comparedwith the aircraft they will replace, and enable service to a broader range of international destinations while providing customers with state of the art cabin comfort. The Boeing aircraft order is pursuant to a purchase agreement entered into by the Company and The Boeing Company in February 2010 and the Airbus aircraft order is subject to the execution of a definitive written agreement that is expected to befinalized in the first quarter of 2010. To ease good customer relations, Continental has built an remarkable customer data warehouse that the airline uses for marketing, customer service, and operational purposes. This is definitely an asset that the merged airline should capitalize on given its potential to help it improve traveler dependability,  increase the steadiness in which customers are served, boost marketing effectiveness through better targeting, and help the airline maintain good operational performance. Regardless of how you may feel about the airline industrys shift to unbundle its product offering and charge to check baggage and for meals, ancillary revenues now generate a significant portion of airlines revenues. In its Q1 2010 earnings statement, United stated that its checked bag fees and ticketing and change fees contributed to a 0.8% increase in passenger revenue per existing seat mile , a key industry metric. United has developed a suite of optional travel products, branded Travel Options By Uni ted'(TOBU),  which include the checked bag fees, day-passes to Uniteds Red Carpet Clubs, and access to priority security screening lines. United has integrated these into its digital channels, including its website, airport check-in kiosks, and mobile. While the execution is not always perfect, TOBU is clearly successful for United and is to be incorporated into the merged airline. FinaGuarantees 125ncial performance and comparison The Company participates in numerous fuel consortia with other carriers at major airports to reduce the costs of fuel distribution and storage. Interline agreements govern the rights and responsibilities of the consortia members and provide for the allocation of the overall costs to operate the consortia based on usage. The consortium (and in limited cases, the participating carriers) have entered into longÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢term agreements to lease certain airport fuel storage and distribution facilities that are typically financed through taxÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢exempt bonds (either special facilities lease revenue bonds or general airport revenue bonds), issued by various local municipalities. Certain income statement and balance sheet amounts presented for the 2008, 2007 and 2006 Successor periods include the impact from the Companys 2009 retrospective adoption of the new accounting principles related to accounting for convertible debt instruments that may be settled in cash upon conversion and determining whether instruments granted in shareÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢based payment transactions are participating securities for purposes of calculating earnings per share. Consolidated capacity was approximately 3% and 7% lower in the fourth quarter and the full year of 2009, respectively, as compared to the previous year. The Company permanently removed 100 aircraft from its fleet, including its entire fleet of 94 B737 aircraft and six B747 aircraft in order to do away with unprofitable capacity and divest the Company of assets that did not provide an acceptable return. The Company also streamlined its operations and corporate functions in order to match the size of its workforce to the size of its reduced capacity, resulting in a workforce reduction of approximately 9,000 positions during 2008 and 2009. The workforce reduction was completed through a combination of furloughs and furloughÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢mitigation programs, such as voluntary earlyÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢out options, to reduce the required involuntary furloughs. Of the total represented workforce reduction, approximately 45% was accomplished through voluntary furloughs. The Company reconfigured its entire Ted fleet of 56 allÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢economy Airbus aircraft to include United First, Economy Plus and economy seating and continues to refit its widebody international aircraft with new first and business class premium seats, entertainment systems and other product enhancements. During 2009, the Company completed its upgrade of all of its B767 and B747 aircraft, which are used for international flights, and commenced the reconfiguration of its international B777 fleet in February 2010. The Company created new revenue streams through unbundling its flight services and various other new service offerings. The new revenue initiatives include fees for checked bags on domestic and international flights, express airport checkÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢in and boarding through Premier Travel SM and Premier Travel PlusSM, and an annual subscription for two checked bags at no additional cost for United an d Regional AffiliatesÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢operated flights through Premier Baggage. In October 2009, Continental joined United and its 24 partners in the Star Alliance linking the airlines networks and services worldwide and creating new revenue opportunities, cost savings and other efficiencies; competeuiors.The domestic airline industry is highly competitive and dynamic. In domestic markets, new and existing U.S. carriers are generally free to initiate service between any two points within the United States. Uniteds competitors consist primarily of other airlines, and, to a lesser extent, other forms of transportation and emerging technological substitutes such as videoconferencing. Competition can be direct in the form of another carrier flying the exact nonÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢stop route or indirect where a carrier serves the same two cities nonÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢stop from an alternative airport in that city, or via an itinera ry requiring a connection at another airport Cargo revenues declined by $318 million, or 37%, in 2009 as compared to 2008, due to four key factors. First, United took significant steps to rationalize its capacity, with reduced international capacity affecting a number of key cargo markets. Second, as noted by industry statistical releases during 2009, virtually all carriers in the industry, including United, were sharply impacted by reduced air freight and mail volumes driven by lower recessionary demand, with the resulting oversupply of cargo capacity putting pressure on industry pricing in nearly all markets. Some of the largest industry demand reductions occurred in the Pacific cargo market, where United has a greater cargo capacity as compared to the Atlantic, Latin and Domestic air cargo markets. Third, lower fuel costs in 2009 also reduced cargo revenues through lower fuel surcharges on cargo shipments as compared to 2008 when historically high fuel prices occurred. Finally United, historically one of the largest carriers of U.S. international mail, was impacted by lower mail volumes and pricing beginning in third quarter of 2009 arising from U.S. international mail deregulation. The deregulation moved pricing from regulated rates set by the DOT to marketÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢based pricing as a result of a competitive bidding process. Towards the end of 2009, the Company began to experience significant market stabilization and improvement in cargo industry demand and yields The Companys business relies extensively on thirdÃÆ' ¢Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â€š ¬Ã¢â€ž ¢party providers. Failure of these parties to perform as expected, or unexpected interruptions in the Companys relationships with these providers or their provision of services to the Company, could have an adverse effect on the Companys financial position and results of operations.

Preface Why Write - 908 Words

Preface: why write? One of the first things, if not the first thing, that anyone is asked when writing an autobiography is why? Why write about your life? What makes it worth reading about? What makes you different from everyone else? While I don t have the answers for most of those questions, at least not yet, I m fairly confident about why I m writing this down. It s the reason why most people write anything down: to have something to leave behind. Whether it s a set of laws or instructions, a timeline of global events, or a chronology of a life, people want to leave something behind; something that says I was here, and I did something. And even if it s just writing about someone else, the author s name often ends up being†¦show more content†¦Then there s family stories, any information I get from asking questions, and home videos. These sources will most likely cover the time from before I was born to around the time that my first memories pop up. The last key is of cour se my memories, which technically start when I was a baby if you count sensory memories, and around 3 or 4 years old if you don t. I ll be taking from all these sources, paraphrasing when needed, and quoting when appropriate. I m planning to make this as straight a narrative as possible, but you shouldn t be too angry at me if I do a bit of backstepping every once in a while. Life is, after all, a chronology of things, but it can also form a narrative. If it was 100% chronology, then it would start to sound like a textbook, and I wouldn t want that for anyone. I m not sure what to expect from this exercise of self-discovery, and while I m sure that it won t reveal some cosmic explanation of the universe, I ll have at least sorted out my life, gotten some perspective, and hopefully helped impact someone else in a positive way. Even if it s just one person that s been affected, I would consider this a victory. And here s where we get into the deep, dark, touchy feely part of the intro duction: motivation. What motivated me to write this? I m not even 30 yet, I haven t really done anything too important, and don t have any answers for people. Occasionally I don t even

Professional Project

Question: Discuss about the Professional Project. Answer: Introduction: In the area of management literature, organizational change has become the main section of concern. Regardless of growing research and significance, many of the efforts fail to formulate positive managerial results. Current studies have shown that changes in the efforts to secure management in organizations often suffer (Ulmer et al., 2013). Some research has indicated that failure rate of one third to two thirds of most important change proposals yielding more negative results suggest a increased rate of failure that may reach up to 80 to 90 percent or sometimes even worse (Cornelissen, 2014). The significance of communication during change has been agreed and evidenced among popular practitioners. Since organizational change means and includes disparity of tasks given to recruits, communication of information to these workers on future change is an important part of the plans to be included as part of the change (Evans et al., 2015). The purpose of the paper shall include the funct ion of communication while managing changes in organizations. It gives appreciation to the need for communication during managerial change. In this research, the strategies and the need for change shall also be described (Cummings Worley, 2014). Aims and Background of the Research: The aims of the research are as follows: The role of communication while managing changes within an organization Strategies to educate employees in making them understand the need of change within an organization Building of a communication model by identifying the variables which affect the process of communication Background of the Research: According to Cornelissen (2014), organizational communication is the process in which members gather and present related information about their association and the changes that are likely to occur within it. Ideally, organizational communication has two goals. The main purpose is to inform workfolks about the daily tasks and the policies of the association (Samovar et al., 2015). Hence, organizational communication may be defined as transfer of work related news from association to employees and through workers (Gonalves et al., 2013). The second aim of organizational communication is to construct a community as part of the association ( DeNobile, 2016). A healthy and good communication within an organization educates and informs employees working at different levels and stimulates them to support the initiatives (Mohamad et al., 2014). This is vital as positive attitudes while a person is at work increase adaptability to change programs. Simmons Schoenmaker (2013) planned a theoretical structure to study communication in organization experiencing transformation. Six proposals were developed in this regard showing the readiness of employees towards change. The first proposal stated that decreased level of confrontation to change and increased level of willingness for change is a good pointer for effectual organizational change. The second proposal stated, that communication needs to make aware the managerial members about the change and how that change will modify the professionals work. The third proposal supported the view that communication should be used to create a community that will amplify the identification, trust and commitment with the management and organization (Meehan, 2013). The fifth proposal prevented in creating situations that may make the employees insecure about their job and the last proposal was related to fourth and fifth proposition as per which communication shall show impact in feelings of uncertainty. Hence, the growing importance of communication within an organization and the need for incorporating changes within an organization can only suffice if employees understand the importance of communication. Based on the analysis of the researcher, it was identified that organizational communication at the time of changes within an organization is of utmost importance (Gonalves et al., 2013). Significance of Good Communication in an Organization: Some of the significance of good communication in an organization are as follows: Undertake queries of employees: Communication should address issues of employees and manage the change accordingly so that employees do not feel de motivated or left out within an organization (Cornelissen, 2014). Good communication means employees within an organization who are capable of understanding the need of each other at a professional level. It has been studied and analyzed in many countries that effective communication allows higher management to undertake queries of employees. Generate a feeling of Unity: Good communication allows generation of unity amongst employees, as they are able to work in an environment where there is no communication barrier. This helps in the development of unity amongst employees (Evans et al., 2015). Build Trust: High level of cooperation allows building of trust between employees. This factor does not only include trust between same levels of hierarchy however, it also involves trust and cooperation between higher levels of people in the management (Ulmer et al., 2013). Motivation of employees: Motivation is the authority or drive that causes us to perform in a particular way and it has been described as consisting of direction and sustainability. Good communication enhances level of communication amongst employees (Meehan, 2013). Employee Commitment: Studies have indicated that employee commitment is linked with employee argumentativeness and employee communication. This involves freedom of speech to employees to voice out their opinions on certain factors. The commitment and efficiency of employees is largely dependent on the fact that employees are able to understand the strategies of the company. Communication needs to be managed well so that whenever there is any change that is in process, with the help of effective communication it is managed well (Mohamad et al., 2014). Significance of the Research: Change communication should address issues of employees and provide a humanitarian touch. The researchers who conduct research on communication change have stated that the purpose of communication change in an organization helps in achieving the aims and objectives of the organization in a successful way. This study shall enable organizations to improve their employee satisfaction level by allowing them to be part of organizational change. The research has not gained importance recently, and not enough reports or journals have been conducted on this field of research and there is an urgent need of focusing on this area of business management so that working professionals and organizations recognize and execute the importance of good communication within an organization. The research will assist organizations to comprehend the implications and possibility of effective communication with regard to favorable employee perception that will enhance the loyalty of employees. However, from a wider perspective of national or international application of good communication, it remains a less researched and a less vouched issue amongst organizations. The issue shall come into proper identification only when organizations understand the need and implementation of good communication at all levels. Only when organizations realize the importance of good communication amongst employees at all level, the topic shall become widely known nationally, internationally and locally. Research Questions: What is the role of communication while managing changes in the organization? What are the strategies required to educate employees in making them understand the organizational change? What are the variables that affect the process of communication? Gantt Chart: Activities Week 1 Week 2 Week 3 Week 4 5 Week 6 7 Week 8 Selection of topic Preparation of literature review Research methodology Collection of primary data Collection of secondary data Results and findings Analysis and interpretation of data Conclusion and recommendation Final submission Table 1: Gantt chart (Source: Created by Author) References: Cummings, T. G., Worley, C. G. (2014).Organization development and change. Cengage learning. De Nobile, J. (2016). Organisational communication and its relationships with occupational stress of primary school staff in Western Australia.The Australian Educational Researcher,43(2), 185-201. Evans, D. R., Hearn, M. T., Uhlemann, M. R., Ivey, A. E. (2015).Essential interviewing: A programmed approach to effective communication. Nelson Education. Gonalves, G. M. P., Somerville, I., Melo, A. (2013).Organisational and strategic communication research: european perspectives. Universidade da Beira Interior, Labcom. Meehan, A. A. (2013).The role of internal communication in the management of organisational uncertainty(Doctoral dissertation, University of Ulster). Mohamad, B., Bakar, H. A., Halim, H., Ismail, A. R. (2014). Corporate Communication Management (CCM) and Organisational Performance: A Review of the Current Literature, Conceptual Model and Research Propositions.Procedia-Social and Behavioral Sciences,155, 115-122. Samovar, L.A., Porter, R.E., McDaniel, E.R. and Roy, C.S., 2015.Communication between cultures. Nelson Education. Simmons, P., Schoenmaker, S. (2013). Effective Organisational Communication: Perspectives, Principles Practices.Journal of Communication Management. Ulmer, R. R., Sellnow, T. L., Seeger, M. W. (2013).Effective crisis communication: Moving from crisis to opportunity. Sage PublicationsCornelissen, J. (2014).Corporate communication: A guide to theory and practice. Sage.

Professional Project

Question: Discuss about the Professional Project. Answer: Introduction: In the area of management literature, organizational change has become the main section of concern. Regardless of growing research and significance, many of the efforts fail to formulate positive managerial results. Current studies have shown that changes in the efforts to secure management in organizations often suffer (Ulmer et al., 2013). Some research has indicated that failure rate of one third to two thirds of most important change proposals yielding more negative results suggest a increased rate of failure that may reach up to 80 to 90 percent or sometimes even worse (Cornelissen, 2014). The significance of communication during change has been agreed and evidenced among popular practitioners. Since organizational change means and includes disparity of tasks given to recruits, communication of information to these workers on future change is an important part of the plans to be included as part of the change (Evans et al., 2015). The purpose of the paper shall include the funct ion of communication while managing changes in organizations. It gives appreciation to the need for communication during managerial change. In this research, the strategies and the need for change shall also be described (Cummings Worley, 2014). Aims and Background of the Research: The aims of the research are as follows: The role of communication while managing changes within an organization Strategies to educate employees in making them understand the need of change within an organization Building of a communication model by identifying the variables which affect the process of communication Background of the Research: According to Cornelissen (2014), organizational communication is the process in which members gather and present related information about their association and the changes that are likely to occur within it. Ideally, organizational communication has two goals. The main purpose is to inform workfolks about the daily tasks and the policies of the association (Samovar et al., 2015). Hence, organizational communication may be defined as transfer of work related news from association to employees and through workers (Gonalves et al., 2013). The second aim of organizational communication is to construct a community as part of the association ( DeNobile, 2016). A healthy and good communication within an organization educates and informs employees working at different levels and stimulates them to support the initiatives (Mohamad et al., 2014). This is vital as positive attitudes while a person is at work increase adaptability to change programs. Simmons Schoenmaker (2013) planned a theoretical structure to study communication in organization experiencing transformation. Six proposals were developed in this regard showing the readiness of employees towards change. The first proposal stated that decreased level of confrontation to change and increased level of willingness for change is a good pointer for effectual organizational change. The second proposal stated, that communication needs to make aware the managerial members about the change and how that change will modify the professionals work. The third proposal supported the view that communication should be used to create a community that will amplify the identification, trust and commitment with the management and organization (Meehan, 2013). The fifth proposal prevented in creating situations that may make the employees insecure about their job and the last proposal was related to fourth and fifth proposition as per which communication shall show impact in feelings of uncertainty. Hence, the growing importance of communication within an organization and the need for incorporating changes within an organization can only suffice if employees understand the importance of communication. Based on the analysis of the researcher, it was identified that organizational communication at the time of changes within an organization is of utmost importance (Gonalves et al., 2013). Significance of Good Communication in an Organization: Some of the significance of good communication in an organization are as follows: Undertake queries of employees: Communication should address issues of employees and manage the change accordingly so that employees do not feel de motivated or left out within an organization (Cornelissen, 2014). Good communication means employees within an organization who are capable of understanding the need of each other at a professional level. It has been studied and analyzed in many countries that effective communication allows higher management to undertake queries of employees. Generate a feeling of Unity: Good communication allows generation of unity amongst employees, as they are able to work in an environment where there is no communication barrier. This helps in the development of unity amongst employees (Evans et al., 2015). Build Trust: High level of cooperation allows building of trust between employees. This factor does not only include trust between same levels of hierarchy however, it also involves trust and cooperation between higher levels of people in the management (Ulmer et al., 2013). Motivation of employees: Motivation is the authority or drive that causes us to perform in a particular way and it has been described as consisting of direction and sustainability. Good communication enhances level of communication amongst employees (Meehan, 2013). Employee Commitment: Studies have indicated that employee commitment is linked with employee argumentativeness and employee communication. This involves freedom of speech to employees to voice out their opinions on certain factors. The commitment and efficiency of employees is largely dependent on the fact that employees are able to understand the strategies of the company. Communication needs to be managed well so that whenever there is any change that is in process, with the help of effective communication it is managed well (Mohamad et al., 2014). Significance of the Research: Change communication should address issues of employees and provide a humanitarian touch. The researchers who conduct research on communication change have stated that the purpose of communication change in an organization helps in achieving the aims and objectives of the organization in a successful way. This study shall enable organizations to improve their employee satisfaction level by allowing them to be part of organizational change. The research has not gained importance recently, and not enough reports or journals have been conducted on this field of research and there is an urgent need of focusing on this area of business management so that working professionals and organizations recognize and execute the importance of good communication within an organization. The research will assist organizations to comprehend the implications and possibility of effective communication with regard to favorable employee perception that will enhance the loyalty of employees. However, from a wider perspective of national or international application of good communication, it remains a less researched and a less vouched issue amongst organizations. The issue shall come into proper identification only when organizations understand the need and implementation of good communication at all levels. Only when organizations realize the importance of good communication amongst employees at all level, the topic shall become widely known nationally, internationally and locally. Research Questions: What is the role of communication while managing changes in the organization? What are the strategies required to educate employees in making them understand the organizational change? What are the variables that affect the process of communication? Gantt Chart: Activities Week 1 Week 2 Week 3 Week 4 5 Week 6 7 Week 8 Selection of topic Preparation of literature review Research methodology Collection of primary data Collection of secondary data Results and findings Analysis and interpretation of data Conclusion and recommendation Final submission Table 1: Gantt chart (Source: Created by Author) References: Cummings, T. G., Worley, C. G. (2014).Organization development and change. Cengage learning. De Nobile, J. (2016). Organisational communication and its relationships with occupational stress of primary school staff in Western Australia.The Australian Educational Researcher,43(2), 185-201. Evans, D. R., Hearn, M. T., Uhlemann, M. R., Ivey, A. E. (2015).Essential interviewing: A programmed approach to effective communication. Nelson Education. Gonalves, G. M. P., Somerville, I., Melo, A. (2013).Organisational and strategic communication research: european perspectives. Universidade da Beira Interior, Labcom. Meehan, A. A. (2013).The role of internal communication in the management of organisational uncertainty(Doctoral dissertation, University of Ulster). Mohamad, B., Bakar, H. A., Halim, H., Ismail, A. R. (2014). Corporate Communication Management (CCM) and Organisational Performance: A Review of the Current Literature, Conceptual Model and Research Propositions.Procedia-Social and Behavioral Sciences,155, 115-122. Samovar, L.A., Porter, R.E., McDaniel, E.R. and Roy, C.S., 2015.Communication between cultures. Nelson Education. Simmons, P., Schoenmaker, S. (2013). Effective Organisational Communication: Perspectives, Principles Practices.Journal of Communication Management. Ulmer, R. R., Sellnow, T. L., Seeger, M. W. (2013).Effective crisis communication: Moving from crisis to opportunity. Sage PublicationsCornelissen, J. (2014).Corporate communication: A guide to theory and practice. Sage.

Diversity Management- Hudson Group

Question: Describe the demographics and the level and types of diversity of the workforce in the organization for which you currently work, or for an organization for which you have previously worked and with whom you are familiar. Describe the types of diversity management strategies that the organization employs. If the organization does not have a diversity management strategy, explain why this is so and suggest some ideas for designing and implementing such a strategy.? Answer: About Hudson group: Hudson group is known for the recruitment services that they provide to big corporate in different sectors. They are specialist in recruitment and hence, they their clients from different industries. They have their presence in multiple countries and hence, they have their clients present globally. Hudson has been in the industry for long and hence, most of the corporate are aware of the results that they can expect from the client. They have a unique database of resumes for different positions and hence, most of the resumes are sourced from the database and not from the job portal that is commonly available to all the recruitment companies. Recruitment process outsourcing is also undertaken by this company and hence, there are plenty of resources who will be working at the client site but they will on the direct payroll of Hudson. Demographics at Hudson group, UK The demographics at Hudson group, UK is very wide but few of the numerical facts that would help in getting a better understanding about the organization are as follows: - 1. More than 350 employees are associated with the company.2. The number of females in the company is just 120 and the remaining, 230 employees are males.3. 240 employees in the organization are between the age group of 27-35. 30 employees are between the age group of 21-25. 42 employees are between the age group of 35-45. While the remaining, 38 employees are above the age of 45 and they are all part of the senior management (Suat 2013). Types of Diversity at Hudson group: Various types of diversity are seen at Hudson group and each of the diversity is handled in a different way. Few of the types of diversity, which is creating an impact on the work culture, of the organization are discussed below. The difference between the though process of the employee starts with the age group to which they belong. In Hudson group, there are employees who belong to different age group and this creates some or few miscommunication among the people who are working groups. Different religion is another problem which may be seen among employees. It is seen that different people in the organization belongs to different religious community. There are few people in the organization that may not be willing to accept the rituals of other religious group and this is when the problem arises (Hernandez 2014). People from different nationality and with different colors are a part of the organization. Few of the people from the majority community may not be willing to mix up with people from the minority. It is very important for the minority group in the organization is treated fairly. Hudson Group is an equal opportunity employer and hence, they believe in giving a fait chance to the employees. There are few employees in the organization who are physically challenged but these employees are good with the work. It is very important for the employees in the organization to accept them and also accept to the fact that they are hired on the basis of qualification that they hold (Kramar 2012). Strategies for diversity management at Hudson group: At this point of time, there arent any diversity management strategies at Hudson group. Few of the strategies that can be used Hudson group so that the diversity at the workplace can be embraced are discussed below. Each of difference in the organization should be recognized and appreciated. Most of the people in the organization are Christians and hence, they may not be aware of the practices that are undertaken during Muslim festivals. A Muslim employee can be asked about the kind of celebration that they do. Similarly, a 21 year old employee may be very creative and hence, they may be able to do out of the box thinking and on the other end, a person who is 45 year old may be having 20+ years of experience. As an HR professional in the organization, they should recognize the creativity and also the suggestions that are based out of experience. This will motivate the employees to accept the differences and work cordially. Fairness should be implemented in the organization. The HR professionals should understand that fairness and uniformity is different than that of each other. It is the responsibility of the management and also the HR professionals in the organization to respect the minority in the group. If an employee, who is 22 years old, wants to go back to their college for a get-together then the manager should allow them to take a leave. A get-together may not seem to be important or fun at the age of 55 but it is one of the most important things for a newly college pass-out (Evans 2014). Implementation of Diversity management policies at Hudson group: The HR professionals and the management will have to look for ways by which the diversity management is smooth at Hudson group. Few of the ways by which diversity management can be implemented in the group are discussed below. Employee assessment should be a part of the appraisal process. The management of the organization should ensure that all the employees are accepting the fact that people from different background are a part of the organization. It is better to ensure that the employees attitude is in sync with the attitude of the organization. If the HR professional notices that a particular employee is disrespecting the minority group in the organization then the employee should be given counseling. All the employees at Hudson group should be given a formal training so that they can understand the importance of difference in the organization. The employees should also be notified that a strict action will be taken against them if they ignore the guidelines. Equality should be included in the employee manual. This will motivate the employees in the organization to be safe and stop differentiating among the various backgrounds (Sonja 2011). Conclusion: Hudson group very well understands the importance of diversity and also diversity management. The HR professionals in the organization try their level best for equality at workplace but now, the management wants this to be formal and hence, diversity management strategy will be implemented. References: Evans, C, 2014, Diversity management and organizational change: What can institutional theory contribute to our understanding of the lack of radical change?, Equality, diversity and inclusion, Vol. 33, no. 6, pp. 482-493Hernandez, N, 2014, Commentary: Celebrating Diversity Management, Public Administration review, Vol. 74, no. 6, pp. 789-790Kramar, R, 2012, Diversity management in Australia: a mosaic of concepts, practice and thetoric, Asia Pacific, Vol. 50, no. 2, pp. 245-261Suat, B, 2013, Effective Diversity Management Initiatives, International review of management and marketing, Vol. 3, no. 2, pp. 73-74Sonja, T, 2011, Training In Diversity Management, Journal of diversity management, Vol. 2, no. 29-36