4.1 Sustainability Goals Achievement Strategies

According to CIPD (2019d), sustainability is a strategy where an organisation people, financial, environmental and societal achieve consistent contribution over time. To identify TG sustainable development goals, the McKinsey 7s Model can be used. This is as evidenced in figure 4. According to Alshaher (2013), this model is characterized by both the Soft Ss and Hard Ss used in the analysis of the sustainability of organisation development and design.

Figure 4: TG McKinsey 7s model and Sustainability Goal

As evidenced in figure 4, the identified factors support TG need for organisation development and design. As noted by CIPD (2020f) organisation development should be implemented in a constant process and being effective in their attainment to achieve and analyse the processes and practices that hinder them in goals attainment. In this case, for the TG group, their practices would include planning, company management and harnessing decision-making effectiveness. These would be integrated into the organisation assessment, their design and implementation process.

Regarding the organisation design, this would be inclusive of a systematic strategy intended to assist in the identification of segments that are not functional or leading to a hindrance in their development. Their current product design structure which is identified as being functional, is successfully attaining the set demands and sustainability of TG. As shown in figure 5, there are a series of approaches used in change implementation. The HR department in TG must actively be involved in the implementation of the design. This is particularly the case since the divisional heads in TG are against rescheduling of their activities and cabin crew hours which can be adopted as strategic HRM technique.

4.2 Organisation Culture Change

The international nature of TG operations informs on the need for organisation change. According to Berry and Paul (2013), in the large organisations developed from a merger process, high failure rates are as a consequence of cultural differences. For instance, in the context of TG, to be included in the Dow Jones Sustainability Index and FTSE4 Good sustainability index, organisation change would be essential. For the sake of reflecting on values and culture change in TG group, the Hofstede Model of cultural dimensions (CIPD, 2016) can be applied.

Individualism versus Collectivism

This dimension identifies the level in which a society focuses on individual role contrary to the group roles (Cho et al., 2013). In the context of TG, this would be implemented through the senior management, engaging other stakeholders in an interactive process to harness innovativeness and creativity. Employees with individualistic culture would need to be changed to gain a collectivism culture.

Power Distance

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