Ollapse of the CTV building Assignment Example | Topics and Well Written Essays - 3000 words

Ollapse of the CTV building - Assignment Example Along with this, it also includes a short analysis of the facts which are duly responsible for such a mishap. In addition, a small conclusion and summary are also included along with recommendations for future actions. One of the important areas of this study is to find out the key stakeholders and role players who were directly or indirectly associated with the collapse of the CTV building. Name and details of these role players and stakeholders have been discussed in Chapter 2. Decision making process of the organizational factors and key management associated with the incident before, during and after the actual massacre of CTV building. From the detailed analysis in this chapter, it has been found that there were high extend of inefficiency of the top management in terms of their key responsibilities and ethical work practice and their ineffectiveness decision making process. Negative impact of many external organizational factors have been discussed which were not forecast prior to the collapse. Major defaults that were the root cause behind the collapse of CTV building were also analysed in Chapter 3. Few of major defaults that have been found out are lack of proper monitoring of top management and higher authorities, construction of an irregular structure and use of poor quality raw materials and old equipment during the constructions of the building. Finally, it can be said that this study has open up a real picture of the insight of the collapse of CTV building. Table of Contents 1. Introduction 5 2. The key-role players and stakeholders that might be associated with the collapse of CTV building 5 3. Analysis of the Defaults, Resulting In CTV Building Collapse 6 3.1 Lack of Proper Monitoring Of the Higher Authorities 7 3.2 Use of Improper Materials 7 3.3 Construction of Irregular structures 9 4. Analyse and Evaluate the Decision-making process of Key Management and the Organisational Factors Associated before, during and after the Incident of CTV build ing collapse 9 4.1 The processes of the key management responsible before the occurrence of such an incident of CTV building: 10 4.2 The processes of the key management responsible during the occurrence of such an incident of CTV building 10 4.3 The processes of the key management responsible after the occurrence of such an incident of CTV building 11 4.4 The processes of the organizational factors responsible prior the occurrence of such an incident of CTV building 11 4.5 The processes of the organizational factors responsible during the occurrence of such an incident of CTV building 12 4.6 The processes of the organizational factors responsible after the occurrence of such an incident of CTV building 13 5. Summary and Conclusions 14 6. Recommendations 14 References 15 1. Introduction The Canterbury Television (CTV) Building that was located in Christchurch suddenly collapsed on 22nd February in the year 2011 due to massive earthquake. The earthquake was such a destructive one that it killed about 115 individuals present inside the building. The prime cause of such a disaster was the faulty construction designs prepared by the structural engineers. Due to it, the high intensity of force and after-shakes of earthquake would not be controlled by the beams and slabs of the building. Apart from this, the floor slabs, rectangular columns and stairwells are not at all developed in a detailed way as presented in the constructional blue-print design. The amount of thickness shown in the design was not seen in actual picture at the time of investigation of the shattered pieces of the CTV building (Preskil & Jones, 2009). 2. The key-role players and stakeholders that might be associated with the collapse of CTV building Preparation of any building is a very tough job as it includes

Cross-Cultural Management Essay Example | Topics and Well Written Essays - 2500 words - 1

Cross-Cultural Management - Essay Example However, it has also brought in certain major challenges for these organisations to succeed in the global arena. There are various determinants for international business that restrict the organisational capabilities to avail opportunities internationally. One of the major determinants that many experts have considered is the cross-cultural aspects of the international business. Cultural differences are often very difficult to observe and measure while failure to understand the culture may have intensified effects on the business organisation that can reduce the business performance (Ghemawat & Reiche, 2011). The poor understanding of cross culture has a radical influence on the business process as well as on the management as it may increase the propensity towards committing business blunders. Notably, the success or the failure of business greatly relies on the performance of human resources within organisations. Consequently, the limitation of certain understandings such language, business etiquette, norms and values by the human resources in an organisation at international level has often collapsed many business organisations (The Culturosity Group, LLC, 2004) Overview of the Airbus Consortium Airbus is a subsidiary company of Netherlands based European Aeronautic Defense and Space Company (EADS) with its headquarter located in Toulouse, France and the ingenuity of major European countries including France, Spain, Germany and the United Kingdom is combined to create a giant company to compete with other major companies such as Boeing of the United States. The consortium is a key manufacturer of military airlifters as well as commercial jetliners, continuously involved since previous 40 years (Airbus S.A.S., 2012). Airbus operates globally and creates value for its widespread customers and shareholders. The company employs more than 55,000 personnel from in excess of 100 nationalities around the world. The company’s operations greatly rely on industr ial cooperation as well as on partnership with world’s a few of the major companies. The company has more than 1500 suppliers spread over 30 countries. Its success is attributed to a mix of ideas, vision and knowledge such as a combination of diverse cultures in its work process. The company with its global presence and expanding business operations has now become an international family (Airbus S. A. S., 2012). Source: (Observatory of Sustainability in Aviation, 2012) Cross-Cultural Issues Faced By the Airbus Consortium Airbus consortium is a multi-national company which has workforce from all around the world. However, the company has always been cautious and has respected diversity and business ethics within the organisation. The company continuously strives to seek opportunities in order to reap the benefits provided by culturally diverse workforce committed towards accomplishing the organisational goals. The company with its multi-culture team ensures that it is efficien t to understand the various needs of its diverse customers, stakeholders and