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Management Abilities in Airline Industries

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A cornerstone of this notion of International human resource management is the creation of linkage or integration between the overall strategic aims of the business and the human resource strategy and implementation. The aviation industry as a whole has faced the most challenging problems and competition in the global business (Thehindubusinessline.com.) Despite new and increasing challenges, the airline industry facilitates economic growth, global trade, and international tourism and continues to restructure, develop and adapt to counter them.
The entry of multinationals has also brought in fundamental changes in the work culture, work ethics and remunerating patterns in many countries, all of which have a clear bearing on the career growth path of individuals. Added to this are the rapid changes taking place on the technological front, flattening hierarchies and making people come together more than ever before. Multinational companies such as telecommunications, Mobile phones Steel magnets, automobiles industries, oil companies, are driving and adjusting to globalization and innovation of change by applying many strategies, partnering with or acquiring others mergers and buyouts.
The airline industry is going through a period of intense transformation.
The airline industry is facing three transforming phenomena. The main reasons are:
The decrease of soaring demand for air travel
The appearance of a new fleet of low-cost carriers.
The increased transparency of alternative airline offerings
Internet and other technologies reduce the expensive itineraries
(Warren, 2006, 262)
2. Structure of the Industry
The changing business environment forcing airline companies to constantly innovate their strategies, as per customer’s needs and demands to remain alive in the competition
Six elements that define organization.
Strategy Policies and Procedures
Structure Systems
Climate Culture
(Source: Yvonne, 2000, p-5)
The structure of an organization is defined as:
The established pattern of relationships between the component parts of an organization, outlining both communication, control and authority patterns. Structure distinguishes the parts of an organization and delineates the relationship between them.
(Wilson and Rosenfeld, 1990)
Structure describes the hierarchy of authority and accountability in an organization. These formal relationships are frequently diagrammed in organization charts. Most companies use some mi of structures to accomplish their goals