Leadership, Organizational Structure, Human Resource, Merger Strategy and Industry Environment in Air India

1. The importance of leadership in the turnaround of Air India?
Air India has worked on the leadership through different evidences. It worked on linking the
programs from 2005 that helped in growth of the organization with learning design, business
context, strategy and the mission. The focus has been on the customer satisfaction, with growth
rate that emphasizes on the sustained profitability. It helps in providing the different work
environment standards to retain and then develop the employees who are committed to the
corporate vision. The leadership challenges come with meeting the path of success with the help
of “Growing Together” strategy to recognize the framework like the rewards for performance. It
also helps the proprietors of leadership that impact the leadership behavior. A thread has been set
for the turnarounds to gain the staff trust in the negotiation of the staff compensation which is
then linked to the productivity and to handle the “low cost” model that is set through the
subsidiary, deploying technology that helps in the enhancement of the internet bookings, heading
the fuel with reduced costs (Moosa, 2016). This could only be achieved through the strong
leadership which does not necessarily focus on the aviation expertise.
2. The importance/ impact of the organizational structure on the transition of the state-
owned enterprises (SOE)
There have been times where Air India has found it difficult to meet the competition or shred
workers with larger incurring losses. There have been issues related to the service sector and the
promotional firms that are meant for the development of infrastructure to crowd with private
investment or for helping the firms to access the markets and the other resources effectively.
There have been issues related to poor policy making practices which has a major impact on the
organizational structure (Varottil & Lee, 2017). There are inefficiencies and legacy issues with
poor route and the optimization of aircraft that leads to the failure in the opportunities and the

chances to give way for the private carriers. It also includes the problems related to the frequent
shuffling of the management staff. The challenges of privatization has also occurred with
bringing a concern for the valuation of airlines. Air India needs to work on handling the
inheriting of robust debt and then a diving market share that has been opined for the privatizing
of the beleaguered airlines where one does not life it from the dire straits.
3. Human resource plays a vital role in the success of any company, what impact will the
privatization of Air India have on its employees?
Air India needs to focus on moving forward with keeping profit in mind. Currently they are
hiring the different people like engineers, pilots etc., for the functioning of their company. The
privatization can lead to a change in the business ownership mainly when it concerns about the
work culture, the mindsets and the environment of working for the people in the
organization(Ratna, 2018). There are fears which are related to the national security that will be
at risk as well. The issues are about the airlines who would not be able to life from the straits.
There are other issues related to the adoption of GSTN number, which needs to be considered
and looked into (Rikhy, Roberts & Cheung, 2014). The selling of real assets which are owned by
Air India and then exploring them will help in properly working over the standard rights that will
help in easily handling the changes in business ownerships as well. If privatization comes into
existence, then there is a possibility that AI will set the rules for the cabin crew and the ones who
are fit for the job will only be hired. With the disinvestment process, the government will also
have to face different issues with privatization.
4. Merger strategy: what costs/ risks are associated with the Air India plus Indian Airlines
merger?