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Analysis of any business survey for Air France

Air France-KLM can be an international air travel company and an associate of the Skyteam airline partnership. The company was formed on, may 2004, following merger of Air France's and KLM Royal Dutch Airlines (KLM), thus creating the world's greatest flight group by profits and second most significant worldwide cargo operator in terms of revenue-tonne kilometers. The business runs under two major systems hubs, Paris-CDG and Amsterdam-Schiphol. THE BUSINESS'S three main businesses are passenger travelling, cargo operations, anatomist and maintenance. The company counts more than one hundred thousands employees all around the globe. Passenger transports being the major business of the company with more than three hundred destinations worldwide. The majority of the employees are based in France and the Netherlands. Both Air France and KLM continue to operate plane tickets under their unique brand names as subsidiaries of Air France-KLM.

LIST OF ACCRONYMS

AF - Air France

NWA - Northwest Airline

CSR - Commercial Social Response

MRO - Maintenance Repair and Overall

CDG - Charles de Gaulle

IT - Information Technology

E & M - Executive and Maintenance

GDP - Home Growth Product

HR - Human Resource

table

CHAPTER 1 - Introduction

AIR FRANCE KLM

AIR FRANCE KLM is the combination of two big airlines such as Air France and KLM. Since their merger in 2004, KLM works carefully with Air France within the environment FRANCE KLM retaining company. In conditions of financial turnover, AIR FRANCE KLM is the world's major airline relationship; it also transports the most individuals which is the world's second-largest cargo transporter. Air France and KLM carry more than 71 million individuals per 12 months. They operate more than 594 aeroplanes enabling them to fly to 236 vacation spots worldwide with 2, 500 daily plane tickets. The two airlines' world sites can be merged, forming a vast network planned around the two major hubs of Amsterdam-Schiphol and Paris-CDG. The top offices can be found at Amstelveen and Paris.

Alitalia

AIR FRANCE KLM and Alitalia decided to strengthen their relationship in January 2009 by AIR FRANCE KLM taking a minority stake in Alitalia. The arrangement gave AIR FRANCE KLM greater usage of the Italian market.

SkyTeam Alliance

SkyTeam is a global airline alliance which includes AirEuropa, Air France, Alitalia, China Southern Airlines, , Delta Air Lines, Aeroflot, Kenya Airways, KLM, Korean Air (including Northwest Airlines), CSA Czech Airlines, Tarom and Vietnam Airlines, Aeromxico. Air France and KLM are people of the SkyTeam alliance.

Income

Over the fiscal yr 2009-2010 the turnover of Air France-KLM was 20. 9 billion euros. Mutually, both airlines have over 107. 000 employees. To find out more on AIRFRANCE - KLM Finance, please go to www. airfranceklm-finance. com.

Shares

The Air France-KLM stocks are detailed in Amsterdam, Paris and NY.

Aim

Air France-KLM comprises a keeping company which controls two airlines, Air France and KLM, each which retains its own separate individuality and brands. The group is the world's major air travel group in terms of revenue, second most significant in conditions of air traffic (in passenger-km) and cargo (ton freight-km), and third greatest in conditions of maintenance earnings. Both airlines run their own functions from their individual hubs Paris-Charles de Gaulle and Amsterdam-Schiphol.

Passengers

Passenger travel is the most significant of the group's three core businesses, creating around 80%

of its profits (as of 31 March 2008), with 74. 8 million individuals carried.

Cargo

Cargo was the first fully-integrated commercial activity at Air France-KLM in 2005. Client companies now have a single point of accessibility, and a full, simplified offering with plane tickets departing from both hubs and profiting from both systems. Air France-KLM Cargo ranks first worldwide among air freight carriers (excluding integrators).

Maintenance

The blend of Air France Sectors and KLM Executive & Maintenance allows the group to give a comprehensive selection of airplane maintenance and overhaul services with complementary regions of specialization. Maintaining both fleets accounts for two-thirds of the group's maintenance operations, further supplemented by maintenance repair and overall (MRO) operations for 150 third-party airlines.

Mission and Vision

The mission of Air France KLM is to provide its customers a superior quality service adaptable with their changing needs. The overall vision is to be the world's biggest and leading airline company.

Company Background

Air France

Air France founded on 7 Oct 1933. The backdrop of the business has been stunning by a number of milestones, including investing the bought capital of UTA in early on January 1990 and the combo with Air Inter in 1997. Air France and Delta Air Lines signed up with pushes with Aeromxico and Korean Air to release the Sky Team alliance in June 2000. Air France's main hub at Paris-Charles de Gaulle is Europe's number one in terms of hooking up opportunities'.

KLM

Meanwhile KLM was initially founded on 7 October 1919 being the oldest air travel still working under its original name. The just lately record has been marked by the formation of a jv with Northwest Airlines (NWA) in 1989 and its achievement of the investment of Kenya Airways in 1996. KLM has Amsterdam Air-port Schiphol as its home bottom part.

Air France and KLM Royal Dutch Airlines have grown to be the largest Western european air travel group Since May 2004 but each flight has retained its individual id, trade name and brand which signify three businesses, two airlines, and one group

SWOT Analysis

Mullins (2007) explained that, in order to evaluate the type of the business environment and its own strategic capability a business may take on a SWOT research focuses on Strengths, Weaknesses, Opportunities and Hazards facing the organization.

STRENGTHS

Strengths are those strengths or distinctive attributes or competencies which provide a significant market benefit or upon that your group can build. Against a backdrop of increased

Liberalization which provides to intensify competition, the profitable expansion strategy performs to the group's advantages, the following are air France KLM group advantages.

A modern fleet the groupings chief asset

Guaranteeing energy and monetary efficiency and higher basic safety levels, the group's plane fleet is its main asset when it comes to getting together with the obstacles of sustainable development.

The dual Roissy - Schiphol hub and a well-balanced network

The Air France and KLM way networks complement one another very well. The dual hub concept is central to group strategy and is designed to make the most of this.

The good thing about dual brand strategy

Air France and KLM took an original method of the merger, choosing to wthhold the two brands while creating a unified strategy. Air France and KLM each enjoy strong brand identities and are really complementary.

Enhanced competitiveness because of cost control

To maintain its competitiveness, the group launched "Challenge 10", made to save 1. 4 billion euros by 2009-10, through a 3% slice in unit costs. The plan is four-pronged:

Process search engine optimization and productivity gains;

Fleet modernization, that may generate fuel and maintenance cost savings;

Purchasing, and optimizing group synergies;

External syndication costs.

The development of high progress areas

The group's ambition is to seize progress opportunities in countries traveling global economic expansion, mainly Brazil, Russia, India and China. In the years ahead, mid-air France-KLM group projects to develop by 4. 7% per year in terms of available seat-km on its long-haul network.

WEAKNESSES

Weaknesses are those negative aspects or zero today's competencies or resources of the business, or its image or reputation, which limit its success and needed to be corrected to reduce their impact.

International economic instability

Faced with soaring oil prices, international economical instability, and signals of waning demand, air move has entered an interval of great uncertainty. Our Group can depend on its strategic resources, the quality of its gas hedging and its resolute plan of cost control to meet this challenging amount of turbulence and low visibility

OPPORTUNITIES

Opportunities are beneficial conditions and usually come up from the nature of changes in the exterior environment. The business needs to be very sensitive to the problems of business strategy and attentive to changes.

Sustained demands

In an extremely global population, the demand for flexibility is also increasing. Air move is a key element in a country's overall economy. During the last 20 years, air transport is continuing to grow doubly quickly as gross local product (GDP). In 2008, the rapid development of rising countries is rousing expansion in Latin America, the Middle East and Asia. This may make up for the slowdown in the US economy. As for the near future, IATA forecasts an increase in global capacity of around 5% per 12 months by 2011.

A key contribution to the economy

Air transport holds over 2 billion individuals annually. Tons of cargo delivered by air every year signify 35% of the full total value of export trade in created goods. By joining people, businesses and goods around the world, air move makes an important contribution to global economic activity. Both straight as a promoter of growth in other business.

THREATS

Threats are the converse of opportunities and refer to unfavorable situations that arise from external advancements likely to endanger the businesses and performance of the organization. Air France KLM like any other organizations is confronted with lots of hazards, these includes

Increased pressure

Growth in Western low-cost providers has been strong for some years and Middle Eastern carriers are organizing considerable enlargement: Gulf providers plan 20% chair growth per 12 months for another three years. This presents stiff competition for Western european airlines on traffic between Europe and Asia or Australia.

Development tied to infrastructures

Europe is experiencing air traffic congestion, resulting in significant delays, increased costs and CO2 emissions. This is partly a result of the fragmentation of airspace and of the environment traffic control process. There is certainly significant room for improvement. For 10 million flights a year, it's estimated that the actual road flown is 5% longer than ideal. For some routes, such as Amsterdam-Z˜wealthy, it is even 20%. The annual cost of fragmented Western skies is believed at 3. 4 billion euros.

A sector subject to heavier taxation

Air transfer is subject to strict legislation, mainly regarding security, safe practices and infrastructure. The sector is also at the mercy of high charges, included in this international airport or navigation charges, plus dedicated fees to financing security. Additionally, air transfer is the only means of transfer to fund soundproofing options, as it can in numerous European countries.

Climate change awareness

General knowing of the reality of climate change sustained to upsurge in 2007. This is in conjunction with local environmental constraints which have always afflicted air transport activities. Air transport makes up about between 2 and 3% of all man-made CO2 emissions. In European countries, its relative contribution will increase due to development in traffic and the expected reduction of emissions in other establishments. Before 40 years, the sector has made significant progress, reducing CO2 emissions per passenger by more than 70%.

Summary

In spite of its merger Air France KLM is still operating under its id and brand with their house bases located at Amsterdam airport terminal Schiphol for KLM and Paris-Charles de Gaulle for Air France. The primary core duties of the airline are to transport individuals, cargo and anatomist and maintenance. As any other organization Air France KLM gets the opportunities to increase much bigger and become the first most significant airline company in the world. One group, two airlines, three businesses.

CHAPTER 2 - Organisational structure

The pattern of romance between various positions in the business and among people of the organization is referred as structure. Corporation is essentially a group of men and women with a standard goal or goal to archive. The composition can either be formal i. e. recorded or informal i. e. unofficial.

Mullins (2007) described, Organization Structure as the division of work among people of the business, and the co - ordination of these activities so they are directed towards goals and objectives of the business. It is the romantic relationships among positions in the organization and among associates of the organization. It makes possible the application of process of management and creates a framework of order and order through which the activities of the business can be organized, organized, directed, and handled. It defines duties and obligations, work role and associations, and channels of communication.

Essentially there are several types of organizational buildings with regards to the nature of business, such as centralized, complex, stratified and formalized buildings. An effective structure is the one that coordinates various parts of the business and various work areas. In the mean time the structure of the business can either be large i. e. with an extended hierarchical chain of command where the liberty and responsibility of the subordinates is fixed or even i. e. with a short chain of command line, there is more effective between management and employees but employees may have significantly more than one supervisor. However both of two buildings above are highly influenced by the amount of employees who records direct to a certain administrator that is Course of Control. Hellriegel et al (1998) explained, that period of control identifies the amount of employees reporting directly to one manager. When the span of control is extensive, relatively few levels prevails between your top and lower part of the organization. Conversely when the period of control is small, more levels are necessary for the same amount of employees. Although there is no correct number of subordinates a director can supervise effectively, the competencies of both administrator and employees, the similarity of responsibilities being supervised and the level of rules and operating criteria all influence a manager's span of control.

Consider mid-air France and KLM corporate and business and sociable responsibility (SCR) group structure

CHAPTER 3 - Organisational culture

According to Hellriegel et al (1998), the business itself has an unseen quality - a certain style, a character, a way to do things which may be more powerful than the dictates of anybody person or any formal system. Armstrong M (2006) described, organizational culture as the structure of principles, norms, beliefs, behaviour, and assumptions that may not have circulated but form the ways that people respond and get things done. Values refer to what exactly is believed to be important about how precisely people and organizations behave; norms will be the unwritten rules of behavior. To understand the soul of the business requires that people travel below the charts, rule literature, machines, and structures in to the underground world of corporate ethnicities. Indeed there are several ways in which organizational cultures are formed, managed and changed. In the mean time there's a very possible romance between organizational culture and performance, the relationship between organizational culture and honest behavior, the task of managing a culturally diverse employees and finally how organizations socialize individuals with their particular cultures. There are several types of business ethnicities, these includes product labels of baseball team, team, academy and fortress. Organizational culture presents a complex design of beliefs, anticipations, ideas, values, attitudes and behaviors shared by the people of an organization. More specifically, organizational culture includes tedious behaviors, norms, and prominent values held by organization.

Essentially the problem of cultural differences and cultural compatibility in mergers between Air France and KLM has gained much attention among the two companies. Because the two companies operate under its brand and culture, the effects of cultural clashes on the result of a merger and their workers are numerous. Cultural variations may lead to poor or low beneficial behaviour among the list of employees, such as low degree of commitment, trust and co-operation between the sets of employees from both merging companies. Loss of productivity caused by chance of trust and assistance is particularly consistent in case there is top managers. It is because 'cultural clash is strongest when the contact between the opposing civilizations is greatest'; and professionals is individuals mixed up in merger from its beginning till its end. That is a very bad indication for companies, since inspiration and commitment of the top managers has a major influence on the inspiration of other subordinates. Ethnical differences mainly effect employees of the merging companies, but recognized cultural distance could also influence potential foreign shareholders and shareholders who may choose to avoid direct ownership because of high information costs and the issue in transferring management techniques and values. Organization ethnic aspects may be beautiful both for the shareholders, who find the business enterprise types of the foreign spouse a considerable edge as well as for the managers who expect more opportunities for themselves by doing work for the partner company, which they understand to be high prestige worldwide innovator organization and which corporate culture better addresses their objectives. In this example managers are willing to choose new culture. Whether cultural dissimilarities hinder or help the integration process, their interpretation is undeniable. Only a few of them notice the complexity of the international mergers where not only two different organisational cultures get together, but organisational civilizations that are deeply nested in national cultures. Common ethnical differences embrace differences in communication styles, planning and decision making techniques, negotiation strategies, and management or management styles. All are formed by both national and organisational cultures, considering the role managers play in the merger and post-merger integration process, it is at the very best management level that national cultural dissimilarities play the most crucial role in the life of merging organisations. That's the reason Air France KLM prior to making any decisions and signing any contracts should conduct a detailed cultural audit of the future partner. It is important to appreciate that ethnic distance and social differences do definitely not have to indicate troubles. Cultures do not have to be the same; it is sufficient if they're complementary. Therefore, the major benefit of such a cultural due diligence is the fact it raises understanding of conditions that should be supervised during the integration process.

CHAPTER 4 -Command and management

As Hellriegel et al (1998), defines leadership as the process whereby a person affects others to attain a goal, i. e. is a process of creating a eyesight for others and having the power to convert the eyesight into truth. The ways in which leaders attempt to influence others count partly of the power available to them and partly on the competencies. Leaders draw on five sources of power to effect the activities of others: respectable, reward, coercive, referent and expert. Vision, empowerment, signifying through communication and self understanding will be the competencies that help leaders are more effective. Mullins (2007) defined; management is energetic, not theoretical. It really is about changing behavior and making things happen. It really is about developing people, dealing with them, reaching goals and attaining results. Indeed, all the study into how managers spend their time reveals that they are creatures of as soon as, perpetually immersed in the nitty - gritty of earning things happen.

CHAPTER 5 - Teamworking and Mentoring

As described by Katzenbach and Smith (1993) cited in Armstrong M (2006), A team is a little number of individuals with complementary skills who are committed to a common purpose, performance goals and approach that they maintain themselves mutually responsible.

For example, after KLM and Air France merged, management made a decision to create teams of folks from both companies to switch information about particular issues. -The most effective part is the intangible part, teaming in the man from IT with the CRM man from marketing, with the network planning person, who normally don't speak mutually.

CHAPTER 6 - Resourcing and Training

According to Bratton & Silver (2007), human learning resource planning is the process of systematically forecasting the near future demand and supply for employees and the deployment of the skills within the proper goals of the organisation. Armstrong M (2006) said, people resourcing is concerned with making certain the organization obtains and keeps the individual capital it requires and utilizes them productively. It is also about those aspects of job practice that are concerned with welcoming visitors to the business and if there is no alternative, releasing them. It is an integral part of individuals tool management. Mullins (2007) discussed that, one of the major regions of human reference management function of particular relevance to the effective management and use of individuals is training and development. Few would argue against the value of training as a significant effect on the success of the organization. Staffs are necessary, but very expensive resource. In order to sustain monetary and effective performance it's important to maximize the contribution of employees to the goals and goals of the organization. The goal of training is to boost knowledge and skills also to change attitudes. It is one of the most crucial potential motivators which can lead to many possible benefits for both individuals and corporation.

Since the combo of Air France KLM, each company has retained its own set of policies, especially for Human Resources issues, while expanding new common policies in some other areas. Air France-KLM rates as the sector leader on recruiting issues and actively addresses all the challenges relevant to its business Overall, Air France KLM's performance on human resources issues remains secure compared to the last ranking. Alongside the environment of the recent merger, severe competition and troublesome boundaries, the major labour relations issues for the business are to build up employability and personnel flexibility, essentially through training and proactive communal exchange of ideas. Other critical issues for the business entail promoting non discrimination, variety, and similar opportunities, and safeguarding health and safety at work.

CHAPTER 7 - Communication skills

Cook et al (1997) represents that, communication starts when one individual sends a message to some other with the purpose of evoking a reply. The effective communication occurs when the recipient interprets the communication just as the sender designed. Effective communication is vital for the performing of any organization. Professionals need to transmit purchases, and polices, build co-operation and team nature, and identify problems and their solutions.

CHAPTER 8 - Performance and Motivation

Armstrong M (2006) described; a motive is a reason for doing something. Determination is concerned with the factors that effect people to react using ways. All organizations are concerned using what should be achieved to achieve suffered high degrees of performance through people. Presenting close attention to the individuals can best be motivated through such means as bonuses, rewards, authority and importantly, the task they actually and the business context within that they carry out that work. Essentially desire can take put in place two ways; such as people can stimulate themselves (intrinsic desire) by seeking, finding and undertaking work that satisfies their needs and secondly people can be determined by management (extrinsic motivation) through such methods as pay, praise, campaign and punishments such as disciplinary action. In conditions of job management, AF-KLM has put increased focus on developing jobs for more mature employees. Comprehensive means are put in location to deal with health and safeness issues, although key performance signals aren't disclosed over a group-wide basis, but independently for Air France and KLM. Air France KLM is mostly of the companies who show transparency how to deal with atypical working time.

Air France-KLM has an above average performance in comparison to its sector peers on Business Behaviour issues. The Group results perfectly on its product security and safety commitments and has complete commitments and implementation measures on liable contractual agreements, making its management of consumer issues among the best in the sector. The Groups performance in terms of traveler' satisfaction has been steady over the past 3 years. Air France-KLM's method of suppliers' issues (embedded in its "Procurement Charter for Sustainable Development") and anticompetitive techniques is similarly complete, although AF-KLM confronted a allegation related to anti-competitive career legislation. Overall, the Groups performance improved somewhat compared to previous ranking, and remains far above the sector average.

CHAPTER 9 - Management systems

Earlier this year, Air France-KLM unveiled a new combined executive management structure on an operating basis, replacing the distinct management structures in Air France and KLM. In place of the Strategic Management Committee, which experienced supervised the development of Air France and KLM over 2004. 2007, the business is being maintained from 2007 via an Exec Committee whose customers has a group level responsibility and will come from either Air France or KLM while retaining their duties at an organization level.

The traditional commitments of both companies, joint ambition and specific action plans

CHAPTER 10 - Management of change

Hellriegel et al (1998) explained, many industries of the current economic climate, organizations must have the capability to change quickly and effectively in order to survive. To a certain degree all organizations are present in a changing environment and are themselves constantly changing. More and more organizations that emphasize bureaucratic or mechanistic system are ineffective. Organizations with rigid hierarchies, high degrees of functional specialization, slim and limited job information, inflexible guidelines and strategies, and impersonal management can't act in response adequately to demands for change. Organizations need designs that are flexible and adaptive. In addition they need systems that both require and allow greater dedication and use of skill on the part of employees and managers.

Organisational change can be difficult and costly. Despite the issues, many organizations effectively make needed changes. Adaptive, flexible organizations have a competitive advantage over rigid ones. Thus handling change has turned into a central focus of effective group worldwide. There are so many pressures for change, these includes global market, the spread of it and computer systems and changes in the type of the labor force utilized by organizations.

Thereby, we conclude for the organization to exist there has to be development process to constantly incorporate with the new technologies worldwide. Air France KLM has managed to cop with those technical changes at various aspects to be able to adhere to customer needs, these includes the trend of electronic floor services. Air France KLM satisfied the demand autonomy and transparency indicated by passengers. The business is extending the use of the existing technologies, i. e. mainstreaming digital ticketing, stretching check in at self applied service kiosk. The spread of e - service offers the company genuine opportunities to lessen the cost and improve quality of service and customer satisfaction. Mix of internet or self service check in is a key e - service aspect replacing the newspaper ticket with the electric solution. This reduces the stress made by loosing or forgetting one's airfare ticket. In the mean time the service is merely accessible at the time of scheduling either on web, phone or at ticket office. As a part of change management the environment France KLM maintain development plan by cutting down on paper use. The do it yourself service kiosks can be employed by customers without access to the internet to check on in at a self service.

Conclusion and Recommendations

Air France-KLM is pursuing a strategy of customer-focused profitable development, based on ongoing cost focus and the synergy between your two airlines. A prerequisite for profitable growth is working on an even using field. The complementarity of Air France and KLM in their three businesses (traveler, cargo and maintenance) is a way to obtain significant synergies

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