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Cross-Cultural Management in Airbus Company - Case Study Example

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The paper "Cross-Cultural Management in Airbus Company " highlights that the company needs to know where it should be in the future, and it should know its goals, plan its developmental goals and enhance good communication, facilitation, and involvement from other individuals…
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Cross-Cultural Management in Airbus Company
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Download file to see previous pages The Airbus company gets its profits from a distinctive workforce that comprises more than eighty nationalities, and the employees speak over twenty languages. The factors that keep the Airbus company a leading industry in the market are the hard work done by the employees, the company’s vision and human talent. The workforce at the Airbus manufacturing company is geographically distributed in proportion to national ownership. In the case of economic nationalism, the government changes private transactions amid economic actors by segregating foreigners. This led to productive efficiency decrease. This is because of the differences in ways of communication and management styles (Silverthorne, 2005). For instance, comparing the French and the Germans, the latter was better at decision making. On the other hand, the French people preferred a centralized decision. Even though the Spanish were flexible, they had an inferiority complex leading to a tendency to be unreliable and vague. The main problem arose when the Airbus company was created. It was mainly headed by French and Germans. Looking from the cultural dimensions from Hofstede's, the French people liked airbuses with high power distances while the Germans liked airbuses with low power distances. In decision making, the Germans were interfering in serious conversations while it was disliked by the French people. This hurt the French people and created conflict between them. Due to the administration involvement in respective countries, there were delays in the cost-cutting measures. This is because the state aid came to rescue their corresponding partners first. The power identification of the Germans and the French was distributed unevenly. The government was self-centered and was considering only its own motives. One of the main reasons that led to delays in launching Airbus A380 for two consecutive years was the fact that the complex writing design system was meant for it. There were one thousand two hundred functions used in controlling the Airbus that took forty thousand connectors and ninety-eight thousand wires. Fifty thousand models are encompassed in the system which needs to be synchronized in various countries. This was time-consuming and complicated because the engineers were at different locations. Another problem was that the parts of the Airbus were manufactured in different locations. An example is that the nose sections of the Airbus were manufactured in France, the wings in Britain, and fuselages in Germany (Silverthorne, 2005). The final assemblies were done in France. It increased communication problems, first and foremost, time consumption and transportation cost. There were problems with the software used in the development as well. The engineers in Spain and Germany were using older versions of V4 of the CAD program. They used it in designing the wiring system. On the other hand, engineers from England and France used V5, which was the latest version (Voich and Stepina, 2003). This led to a lot of troubles and delays in data transferring because the data was lost when transferring files and information from one system to the other. The French engineers were familiar with the software used while the Germans, on the other hand, were not experienced. Jackson (2004) reveals that the French were considered to be individualistic because they were not concerned about the training of the related partner companies. ...Download file to see next pagesRead More
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