Generation of sustainable value as a factor is greatly influential on a number of decisions that business entities take. Both profit generation and non-profit making organisations have to ensure that their strategies are developed in a manner that leads to generation of value. This is considered a critical factor in determining the level of competitiveness that an organisation will attain and its ability to seek its operational goals.
It is apparent that organisational operations are often complicated by a large number of factors that affect value generation within and make it hard for organisations to effectively meet their operational requirements. Conforming to strategic management principles and leadership principles play critical roles in determining the levels of success that any business entity will attain in ensuring that its business goals are well addressed.
This paper reviews ECSSR as a case organisation to determine how strategic management principles and leadership define the level of success that an organisation can attain and critical success factors in applying strategic management principles to real life organisations. The choice of the organisation is motivated by the levels of success that it has attained, its conformance to effective leadership practice and uphold of strategic management principles. Company history and background ECSSR is best described as a success not only at local or national level but also at the international level (ECSSR 2009).
The organisation is appreciative of the level of support that it has received, the autonomy that it enjoys, its financial stability, and open environment where financial transaction and strategies are communicated to all in the organisation and modernity that is definitive of ECSSR. Success of ECSSR has been a result of a large number of factors and not just the visible operational approaches. ECSSR is led by missions that are guided by the need to strategically and rationally address present and future issues.
One of the factors that have played a considerable role in defining the level of performance that has been attained by ECSSR is the importance it places on discipline and ensuring success in academic and scientific enterprises (ECSSR 2009). The need to address problems and determine problem that forms the core activities that the organisation engage in has pushed it into seeking innovative approaches to research, well educated workers and highly qualified professionals. Its workforce is made up of professionals who have a remarkable sense of duty and display high level of dedication in activities that they engage in.
The centre which was established in 1994 has experienced considerable levels of growth and is continually being involved in activities that are beyond what would be expected by other organisations (ECSSR 2009). In its 17 years of existence (ECSSR 2009), ECSSR has caught the attention of many financial executives, professional and even students owing to its contribution to UAE’s development. ECSSR is a definition of the level of success that can be attained if existing scientific and management principles are put into use with suitable supports and appropriate frame of mind.
ECSSR has three missions that collectively contribute to its vision of ensuring that current and future challenges are effectively addressed. It is apparent that to conduct studies and researches on issues that are relevant to UAE’s national, social and economic well being; facilitation of scholarly exchanges of ideas and provision of community services via symposia and conferences (ECSSR 2009); and to actively play a role in assisting and promoting professional development of UAE training are all aimed at bettering the lives of UAE nationals and ensuring overall development.
The organisational structure employed by the organisation is best described as a three layered hierarchical structure where the organisations is headed by the President under whom there is a director general who is answered to by three divisions namely scientific research, community services and administrative affairs (See Fig. 1). The areas of interest that the organisation engages in have been developed with a keen eye to ensuring that the missions that the organisation seeks in its operations are met.
Technology, innovation, research and education are just but some of the areas that ECSSR is actively engaged in as it tries to generate value by ensuring that all social systems and government institution have the required knowledge and awareness on dynamics that affect their operations and how they can effectively engage in activities that would lead to a better UAE. Management/Organizational structure of the company The management and organizational structure of any organisation play critical roles in determining the level of efficiency that can be attained in seeking sustainable value and ensuring organizational goals are attained.
The role of management systems is considered critical in defining the platform upon which organisational strategies will be developed. Interaction between the different entities that make up an organisation is inherent of any organisational process that make up organisational operations; it is thus apparent that the level of synergy that can be developed by the different organizational systems is dependent on the structure employed defines how efficient an organisation’s operations can be.
A three layer hierarchical organisational structure is adopted by ECSSR and is one of the factors that appear to have played a role in the level of success it displays. The existence of a clearly defined organizational structure is often a reflection of the level of appreciation that an organisation has for order. Nearly all strategies cannot be conducted well without a clear path on what should be done and who is charged with ensuring that processes are undertaken.
A hierarchical organisational structure is often important in ensuring high levels of transparency that ECSSR is actually proud of and ensuring that all members of an organisation are answerable for their actions through clearly defined roles. A hierarchical structure is quite effective in ensuring that managers dispel their duties effectively and trouble or misunderstandings within an organisation are addressed in a timely manner owing to the existences of clearly defined framework regarding roles and responsibilities.
To be fully appreciative of the role of ECSSR’s organizational structure in value generation one has to consider the level of layering. The structure is such that it only has three layers; this is important in ensuring effective communication and innovation. Highly layered hierarchical structure though quite effective in ensuring that all are accountable within large organisation are often associated with increase in level of communication filtering which can largely affect the level of innovation that an organisation can attain.
This is one of the cons associated with hierarchical management structures that make it hard for businesses to actively engage in generation of value. Organisations owing to the importance they place on generation of sustainable value and ECSSR commitment to determining problems that the society is currently faced with and what it may be faced with have to employ an organizational platform that is both easy to manage and is supportive of innovation.
ECSSR implementation of a three layered structure is therefore reflective of its appreciation of the role played by organisational structure in determining the level of management control and innovation that can be attained. A keener look at the specific approaches that the organisation uses in ensuring that its goals are developed and addressed efficiently shows an appreciation of strategic management principles. It is apparent that management is a complex process that entails ensuring that all systems are functional and are tuned towards attainment of clearly communicated goals.
It is apparent from considerations on the organisation that its structure is one of its most important features that plays a critical role in ensuring that value is generated in its operations. The existence of a President who is responsible for the interaction between ECSSR and stakeholders is important in reducing the weight that the director is in. The level of efficiency that is attained by any worker is dependent on the amount of responsibilities that he is tasked with; the inclusion of a president reduces the role that the director general has in dispelling management roles.
The relationship aspect of management especially with respect to its stakeholder is the premise of the President. The same can be said of ensuring that all areas of the organisation in general are well coordinated and the goals of the organisation are being driven at. The director general is charged with making sure that all innovation related management issues are effectively addressed in ensuring that the organisation generates value in its operations. The last layer is charged with ensuring that strategies are effectively implemented.
It is apparent from the structure that it has been developed in a manner that is appreciative of team approaches that businesses employ. Team approaches are often associated with generation of value in organisational operations and this may also be one of the reasons as to why low layering has been adopted by the organisation. Team approaches are generally associated with innovation and play an important role in ensuring that high levels of motivation are attained within organisations.
This appears to be one of the factors that have played a critical roe in determining the levels of competitiveness that the organisation displays. The use of divisions where each has clearly defined goals is reflective of an organisation that seeks efficiency in the various objectives that it is concerned with. Organisational management is critical in determining the levels of value generated by an organisation. ECSSR has managed to attain high levels of development by ensuring that its employees are highly motivated and have the training and skills required in carrying out organisational processes.
Seeking highly qualified professionals and ensuring that they are active in research forums and additional training are important in ensuring that they gain skills and have the ability and motivation required for innovation and efficiency. This is one of the key areas that the organisation appears to have perfected and may play a role in determining the level of success that it will display in generating value (Bonstingl 2009).
Communication as a tool plays a vital role in ensuring that the goals that an organization seeks in its operation’s are transmitted to all in an organisation and may be the defining difference between success and failure in any business undertaking. One of the aspects that the organisation is proud of is the level of appreciation that it has for emerging technologies especially in information dissemination. Technology is a platform upon which effective strategies can be implemented to ensure that the needs of an organisation are effectively addressed and value is generated in organisational operations.
Another factor that is greatly affected by communication is the level of coordination (Bonstingl 2009). Success in organisational operations is reflective of the level of efficiency that an organisation has attained in ensuring that its internal processes work in unison (Kao 2007). Moreover, engagement of the organisation in research, innovation, book fairs, symposia, workshop, publications and even training presents a wide field of operations where success is dependent on coordination. Coordination of the end activities of ECSSR is a task that the director general is tasked with.
This places him in a key management position that determines the level of success that the organisation can attain. CEO/Managing director Jamal Sanad Al-Suwaidi is the director general of ECSSR. He is according to the organisational structure second to the President and plays an important role in ensuring that the three divisions are well coordinated. His leadership and management skills both learned and acquired are therefore important in ensuring that ECSSR succeeds in its operational endeavours.
A look at his profile is reflective of why the organisation is successful and the value that he personally contributes to the organization as management personnel and as a leader. The professor in political science, head of distinguished students scholarship board, member of the national media council, member of the Zayed university council, holder of French order by the French government for his role in strengthening the relationship between France and UAE, young CEO award winner in 2006 and a time winner of Emirates Appreciation award has a long profile of experience and awards that relay his skill and prowess.
Politics in an organisation is mainly concerned with the decision making process and ensuring that all parts of an organisation work together to generate value. It is apparent that his academic skills as a professor in political science come in handy in developing an appreciation of leadership as a critical success factor. The awards that he has received for management skills are reflective of his ability to forge a winning team that can effectively lead to generation of value. An important factor that could be playing a role in his success as a manager and as a leader is the level of experience that he has (Kaplan 2009).
Jamal Sanad Al-Suwaidi has worked under different capacities and is widely travelled in US, France and UAE. His affiliation with a number of professional organisation places him in a position where he is able to determine trends that are being observed in research. The diversity that he displays in communication owing to his experience in the US, France and UAE and his past experience working as an adviser for the prince place him in a position where he can easily relate to workers.
Management and leadership are factors that are largely influential on the value that an organisation will attain. Jamal Sanad Al-Suwaidi has the experience and a leader and manager to ensure that all divisions are aimed at seeking the goals that ECSSR pushes for. It is worth noting that leadership as a factor is greatly affected by a large number of variables within an organisation that collectively play a role in determining the levels of efficiency that can be attained in value generation.
Jamal Sanad Al-Suwaidi is a picture of a leader that members of an organisation can look up to due to the level of success that he has attained, his experience and efficiency in management. This is an important quality that all leaders should exhibit due to the important role they play in ensuring that all in an organisation are appreciative of organisational goals and take personal steps to ensure that the goals are attained. Jamal Sanad Al-Suwaidi’s involvement in seeking stronger bilateral ties between France and UAE is reflective of a personal dedication to a goal that is line with ECSSR’s mission.
This personal commitment to attainment of a goal and the ability to relate to organisational mission by the leaders are important in ensuring that leaders show personal commitment which is picked by other employees. Managerial Practices Management is one of the most important factors in determining the value that an organisation can attain in its operations. Organisations are affected by their resource ability, operational goals and nature of the operational environment in determining the nature of strategies that they can employ (Bryson 2004).
There are a number of factors that play critical roles in ensuring that value is generated. Managerial practices which often are reflective of the systems that an organisation employs play an important role in determining the levels of flexibility and motivation that employees will display (Barrella ; Buffinton 2009). Managers have to be aware of their abilities to be able to generate value effectively. Management which encompasses leadership is considered a factor that is critical to organizational success.
Visioning is considered one of the most important factors to organizational success (Industry Week 2009). The ability to come up with strategies that are relevant to the bigger picture that an organisation seeks in operations is tipped as being important in ensuring objectivity is maintained despite the threats and risks that an organisation faces in its operations. The missions developed by ECSSR and a look a the strategic direction that it has adopted in the recent past all display an organisation that is aware of the effect that the operational environment has on value generation.
A look at the strategies that the organisation has employed for instance an extensive research system and appreciation of innovation that all play a part in ensuring that the goal are all driven at is proof of value driven operation (Merna ; Al-Thani 2008). Training system and seeking highly qualified professional are management practices that seek to ensure that human resource presented to an organisation leads to generation of value.
With the aid of an extensive training program and profile based on-line approaches to recruitment, the organisation is presented with a large pool of professional from whom to choose workers from. In addition to a general appreciation for strategic management principles that is definitive of the organisation, it is apparent that team and individual approaches to operations are also appreciated (Industry Week 2009). Appreciation of both individual and team approaches by the organisation is reflective of the level of awareness that the organisation has on requirement presented by its operations.
It is apparent that not all organisational approaches can effectively be carried out using team approaches owing to their nature, this appreciation of both the potential that team and individual approaches have in ensuring value is an important management practice. The role of managers in ensuring that value is generated is one of the critical success factors in operation. Team building and synergy development in team approaches are determined by the nature of training and constitutes teams.
The fact that the organisation constitutes teams to address problems presents a situation where managers have to be aware of the abilities that each member of the organisation. This is one of the key tasks that managers have in ensuring that approaches used truly leads to generation of value. Appreciation of team approaches and determining the most effective measure to ensuring that the challenge that the society is faced with and threats that it could be faced with are carefully assessed and addressed with the aid of team approaches is another important managerial task.
ECSSR approach to motivating employees with the aid of a performance based reward systems and an effective leadership system also plays a role in ensuring that its missions are driven at. Effective reward systems are often associated with positive drive to attain organizational goals that can easily be translated to success with the aid of effective strategies and availability of resources (Griffin 2008). Leaders’ appreciation of factors that affects value generation and general awareness on the nature of the operational environment also presents a platform for development of positive motivation among employees.
ECSSR has managed to attain and sustain a good reputation which makes it one of the most sought after employer by professionals both in and without UAE; working for an organisation with such a status also contributes to high levels of motivation. The role of managers in ensuring that reputation is maintained by seeking quality employees and ensuring continual development cannot be ignored. Current problems and difficulties The current economic crisis appears to be having a negative effect on the level of value that the organisation can attain.
The organisation is dependent on the levels of activity displayed by the business community to generate value; the economic crisis has had considerable effects on the levels of value that businesses can attain thus their ability to seek professional services for instance ECSSR. A look at the organisational structure that ECSSR employs clearly how that the use of cross sectional teams may be hindered by the cultures developed within departments.
Efficiency attained with the aid of cross sectional teams in addressing challenges to an organisation in a manner that is appreciative of the effect that they have on the entire organisation is one of the key reasons as to why most teams are cross-sectional (Cassidy 2005). The divisional or departmental cultures may hinder the level of efficiency with which teams can be formulated and operate; this can also be said of the effects that interdepartmental rivalry can have on value generation.
Another threat that the organisation should be wary of results from the strategies that it uses in operations; performance based reward systems that are appreciative of individual efforts as well as team approaches presents a suitable value generation avenue only if they are effectively managed (Barksdale & Lund 2006). This is one of the key threats that the organisation must watch against for it has the potential of reducing the level of development that it has managed so far.
If the high level of competition that the organisation seeks to develop in order to develop a highly efficient team is not carefully monitored and directed in a positive dimension there is always the threat that it could be counter-productive to an organisation. Future Outlook After 15 years of being operational ECSSR has come up as one of the key players in UAE’s business environment. The role it plays in ensuring professionals and businesses gain information that is relevant to the current and future business dynamics make it an important partner to all businesses and professionals that seek to develop their ability.
The role of the leaderships systems that the organisation employs cannot be ignored in the development that it has attained and this also applies for success in its future operations (Monks ; Minow 2008). There is no doubt that the organisation is affected by a number of threats that arise from the nature of the business environment and the internal systems that it employs. On the other hand, the operational environment affects all other business entities; moreover, the economic crisis may in fact develop an appreciation of services that ECSSR offers thus an expansion of its market base.
The internal systems that the organisation employs have so far been effective in generating sustainable value. However, the threats inherent of the systems have mainly been mitigated by effective leadership and managerial practices that the organisation has employed. This should be addressed by ensuring that all leaders are provided with skills and training while making sure that the culture of affective communication of organisation goals is perpetuated into future operations.
ECSSR has not been successful because it is led by the famous Jamal Sanad Al-Suwaidi rather success has been contributed by the leadership skills that he offers the organisation. This is reflective of what the organisation required in ensuring that the reputation that it has already developed is maintained and even furthered as it continues seeking its operational goals. Conclusion ECSSR has managed to attain commendable level of success owing to its close conformance to strategic management principles.
The role played by leadership under the experienced Jamal Sanad Al-Suwaidi had had considerable effects on the organisation; this is a depiction of the effect that leadership has in ensuring organisational goals are driven at. The role of leadership in ensuring objectivity and dealing with threats that organisations face makes it a value, attribute and asset that should be developed for it is a basis for sustainable development.
The role of leadership in ensuring that organisational goals are driven at and in ensuring that coordination that is vital to ensuring organisational strategies are carried out effectively makes it one of the most important operational variable. Surely ECSSR can do without Jamal Sanad Al-Suwaidi but they can never manage it without the leadership qualities that he has presented. References Barksdale, S ; Lund, T 2006. 10 Steps to Successful Strategic Planning, Washington DC: American Society for Training and Development. Barrella, EM ; Buffinton, K 2009. Corporate Assessment of Strategic Issues in Technology Management.
Engineering Management Journal, 21(1), 27-33. Bonstingl, JJ 2009. STRATEGIC PLANNING during tough times. Leadership, 38(3), 8-10. Bryson, JM 2004, Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, New York, Wiley_Default. Cassidy, A 2005. Practical Guide to Information Systems Strategic Planning. Boca Raton, FL: CRC Press. ECSSR 2009. About ECSSR [Internet]. Available: ;http://www. ecssr. com/ECSSR_Index_en/; [Accessed 27 June 2009] Griffin, A 2008, New Strategies for Reputation Management: Gaining Control of Issues, Crises and Corporate Social Responsibility.
London: Kogan Page Publishers. Industry Week 2009. Critical Success Factors. Industry Week/IW, 258(5), 36. Kao, J 2007, Innovation Nation: How America Is Losing Its Innovation Edge, Why It Matters, and What We Can Do to Get It Back. New York, NY: FreePress Kaplan, M 2009. Keeping Our Balance: Strong Governance in Challenging Times. Journal of Jewish Communal Service, 84(1/2), 13-19. Merna, T ; Al-Thani, F 2008, Corporate Risk Management: an organisational perspective. London: John Wiley and Sons. Monks, RA ; Minow, N 2008. Corporate Governance. New York, NY:
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