Team Culture at ‘No Name’

The study is based upon the case study of ‘No name’ aircraft. Based on this case study, it has been observed that CEP Adam O’Meara is very much concerned regarding the profits of the organization. He is very much worried about the fact that the takeover of a company is imminent. There is a need for increasing the return of the shareholders on the investment as well as getting a share price which is high, or such an international company may be at high risk. The ‘No Name’ aircraft has been operating out of the country Australia and comprises of other three countries as well. Other three countries are China, Vietnam and Singapore. ‘No Name’ is responsible for building as well as selling aircraft to over fifty countries throughout the world. It has been noticed that a number of parts of the aircraft are being developed as well as produced in Vietnam as well as China. Most of the design engineers are seen to have been operating out of the country Singapore. The report is an individual assessment about the development of the understanding of all the critical theories as well as the HRM concepts and four key areas. These four key areas being culture, diversity management, international management of performance and training as and development are analysed properly and the literature is evaluated critically. 

If a basic definition is considered, a team culture is mainly made up of values, behaviours and attitudes which are shared by a particular team (Hamilton 2018). It actually describes how people work together having a common goal and also shows how they are treating each other (Welford 2016). These attributes may be both positive as well as negative. In context of this particular study, it has been noticed that the ‘No Name’ teams of the home country are not working properly at all and there is a huge breakdown in communication in between the teams which are integrated and also across the management and the teams. The culture at ‘No Name’ has been developed into single or one thought which is very negative. The workers have started adopting a mantra which says that near enough can be considered as good enough. All the staffs have given such an expression that they can be able to resist any kinds of attempt for making any change. Such a culture is responsible for extending communications between the subsidiaries as well as the headquarters (Ponnuswamy and Manohar 2016).

Quality and Communication Issues at ‘No Name’

One of the management teams belonging to the home country has been able to identify one of the big problems at ‘No Name’. The problem is nothing but the quality and this is related directly to the parts from Vietnam and China. There is a requirement for the aircraft to make modifications whether it is small or large, even after they are already delivered to all the customers. Both government as well as the non-government customers have been complaining a lot regarding the lack of the quality, which was very important for ‘No Name’ once a upon a time. Even some stakeholders have already sent warning letters to O’Meara. The warning says that if the quality has not been improved within a period of six months then they will definitely withhold all the payments which have been made partially and few are even quoting their percentages. Some of the customers are saying that they will withhold full 100% and other are till now quoting 50%. One of the supervisors at ‘No Name’ sub designs a team comprising of nine people and the other sub designs a team comprising of eleven people. This team which consists of eleven people, form a team of wire harness assembly. There is even another team including six people who are responsible for setting the harnesses in proper place in the aircraft.

These are basically three teams over a total number of fifty which are altogether capable of making up the aircraft’s assembly. It has also been noticed that there is no presence of integration across these teams. A member belonging to the team of wire harness assembly always has excuses that other teams are making it difficult for them in completing their respective job. There is the presence of a lot of resentment (Lacatus 2013). It clearly shows that there is a missing communication between them which is needed to be improved and they must try to give their best in their part of job, rather than giving a large number of excuses for their delay. The relationship of working both within and across the teams as well as the members of team are suffering to a great extent. Both lateral and horizontal communications are being compromised and all the staff members keep on complaining about receiving inadequate instructions. O’Meara is a seen to be worried a lot and therefore he has been bound to call an executive internal group for giving advices to him. The managers of line in Australia help promoting communications in between the headquarters and the subsidiaries. Therefore, it is seen that both quality management as well as maintenance of culture is very much important (Christensen et al. 2014). Quality management can be done by overseeing several tasks as well as services of the organization and culture is to be maintained by proper interaction among the members of ‘No Name’.

Diversity Management at ‘No Name’

As per the diversity management is concerned, for any organization which is looking for cultivating a more diverse as well as an inclusive place for working, it is essential for understanding what actually constitutes diversity in workplace (Noe et al. 2017). Diversity in workplace mainly refers to all the several differences between a number of individuals within an organization (Klarsfeld et al. 2014). Diversity does not include only the way any individual identify themselves but also how they are perceiving them as well. Diversity in any workplace mostly involves race, gender, religion, status of citizenship and mental as well as physical conditions (Niederle, Segal and Vesterlund 2013). It also involves all differences between people which are distinct. There are a number of benefits of possessing a workplace which is diverse. Organizations which mostly commits for recruiting a workforce which will be diverse have a greater pool of a number of candidates to choose form it and this can lead to searching candidates which are much more qualified (Sabharwal 2014). This further reduces the time taken for filling the positions which are vacant. People having diverse backgrounds imbue the organization with several new ideas which are creative and perspectives which are informed by their respective experiences in culture. A workplace which is diverse will always any organization in better understanding the demographics which are targeted (Janssens and Zanoni 2014). As per the diversity management at ‘No Name’ is concerned, it is confined to a policy saying that everyone within the organization are needed to be respectful irrespective of race, age, sexual orientation, beliefs of religion and some other philosophies.

 It has been noticed that there are several issues at ‘No Name’ which are mainly related in embracing the working’s rich value with a variety of people. At the headquarters, it is seen that there is a great intolerance in working with employees belonging from several generations. There is even a huge lack of the recruitment of people having disabilities in China. All the managers are ignoring the applications of job from people having disabilities, even if they are above and even beyond other candidates. Fears are present in the mind of O’Meara related to the repercussions of this discrimination of recruitment in the legal action form from the candidates which are rejected due to disability. It has even been seen that the human resources does not consists of a practice set which is clear and helpful for the employees in understanding each other. The HR is not even concerned about the importance of how people will perceive each other, knowing that interactions among the staffs are greatly influenced by several perceptions of each other. It is to be understood as soon as possible that all the employees of ‘No Name’ must understand each other in a better way for having effective communication and also for valuing the diversity which are needed to be existed throughout the whole company. Diversity must provide several practices which mostly involves appreciations of the cultures of each other and several ways for knowing much more about all the people within the headquarters and across the subsidiaries. Several practices are to be ensured such that no discrimination of organization is further seen. This will help people in working together in peace and harmony. There is a need for ‘No Name’ in realising the fact that diversity management is responsible for creating a competitive advantage and also can be a benefit to several areas of the organization.

Performance Management at ‘No Name’

Performance management is considered to be a process which enables the multinational in evaluating and improving the performance of individuals, units of subsidiary and corporates against the properly defined goals as well as targets which are pre-set (Rothaermel 2013). In the context of the case study provided, it has been seen that there are a number of issues related to the management of performance across ‘No Name’. It is a well-known fact that international performance is very much closely connected or related to the appraisals of international performance. This is purely lacking at ‘No Name’. Several reviews of performance are conducted by the HR in Australia, but there are no such reviews of performance which are conducted at the subsidiaries. Formal appraisal process of performance is also missing for the expatriates. It is noticed that the headquarters are taking an approach which is very ad hoc and they are not taking into consideration about the economic factors which are going to have a huge impact upon the targets of the business. One of the managers of the organization even said that they are under a lot of pressure in Australia due the excessive high cost and greater expectations. Decisions are made at the headquarters which directly affects the subsidiaries. The headquarters will be issuing a decision and making order for Singapore for producing a certain part’s quota in finding out that there is a surplus of the similar parts in Australia. It can be seen clearly that decision’s implementation for the subsidiaries are resulting in conflicting the outcomes of the performance. It can be said directly that there is no presence of any policy which can underpin the management of performance at ‘No Name’. There is even no presence of measures which are clear. There is a need for the organization to make better measures of performance as well as management. There is a need for someone to travel China, Singapore as well as Vietnam and also make sure that the organization has consistency. All the practices of culture as well as the local practices are also to be considered. Hence, performance management is very much essential for the mentioned organization for obtaining better results (Locke and Latham 2013). The essence of the management of performance is mainly the development of individuals with both commitment as well as competence and working towards achieving shared objectives which are meaningful within the organization which further encourages as well as supports their achievement (Armstrong and Taylor 2014). Performance management can be considered as a tool of communication in measuring the contribution of each individual within the organization. It helps in evaluating both the achievement as well as the talent with sensible accuracy (Van Dooren, Bouckaert and Halligan 2015). Periodic evaluation is to be done which will help the managers in having a better understanding the skills of each employees with the main aim being training, facilitating and developing abilities (Brannen, Piekkari and Tietze 2017).

Training mainly represents an opportunity for expanding the base of the knowledge of all the employees (Jehanzeb and Bashir 2013). Even if there is any potential drawbacks, training and development helps in providing both the employees as well as the organization as a whole with a number of benefits making both the cost as well as the time an investment worthwhile (Cummings and Worley 2014). There are several benefits which are associated with the training as well as the development. There is an improvement in the performance of the employees as well as improvement in their satisfaction and morale (Baldwin 2016). Weaknesses of the employees are clearly addressed. A training and development program which is robust ensures that the employees have an experience which is consistent (Burke and Noumair 2015). There is also an increase in the productivity as well as adherence to the standards of quality. With the help of training and development, there is an increment in the innovation of new strategies. There is a reduction of the turnover of employee as well and the reputation of the company is enhanced to a great extent. In the context of the case study, it is very much important as a function of HR in training and developing with every aspects of the activities of the organization. The expatriate training for all those employees who are leaving Australia for working in Singapore, China or Vietnam is shortened to half day.

The HR refers the staffs to their resources which are online and also assumes that each and every person has equal requirements when they agree for working in some other company. The avenues of feedback are also absent for the employees to give comments on the effectiveness of the training of the expatriates. The performance level of ‘No Name’ mostly indicates that there is a potential rationale for focussing more on both training and development across the organization. It has also been noticed that there a systematic development program of workforce planning and development is missing at ‘No Name’. Several programs of developing management within an organization work for identifying internally and recruiting managers which are potential and also helps in developing their skills and knowledge throughout their development plans of career for meeting the needs of the organization. This will ensure a successful plan which will be both effective and clear for all the key roles of management. Employees are totally unaware of their prospects of career with the organization as developments plans for career are not used (Sung and Choi 2014). It has been noticed that the senior management do not develop the employees which are junior for taking over their role for having fear of being sidelined for the promotion. Hence, it can be said that there is a huge need for developing several programs of training and development in the organization.

Training needed	Duration	Outcome
Training program for expat and family	10days	Increment of the knowledge about the host country and its societies and values. Reduced risk of all misunderstandings of culture. Enhanced cross cultural experience.
Culture briefing of team	5days	Provides insight into the values of culture and the norms. Identification of differences related to communication.
In-country coaching	10days	Observes the activities of the newly joined staffs like virtual meetings or staff meetings.
Knowledge management	2days	Avoids occurrences of all the repetitive issues which are known. Develops practices which are the best.

Conclusion

It can be concluded that there are a number of problems which are being faced by ‘No Name’ and these problems can be solved if some key points are taken care of. The CEO Adam O’Meara is concerned about the profits of the organization and also worried about the fact that the takeover of the company is imminent. It has been therefore seen that certain things are to be improved and taken care of.

Firstly, it is very much important to take care of the values, behaviours and attitudes of several employees within the organization promoting a better culture. There should be no breakdown of communication between the teams and across teams and the management. Secondly, it is to be noted that it is very important to maintain diversity within the organization by being respectful towards any race, gender, physical abilities or beliefs of religion. Several practices are to be provided for appreciating cultures and knowing more about several kinds of people. Thirdly, it is very much important to promote international performance management as well which are closely related to the international appraisals of performance. Lastly, it can be concluded that proper training and development is also very much important which mostly concern about every aspects of the activities of the organization.

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