Socio-Cultural Environment in Uae
Abstract
Recent studies have lent support to the idea that cultural variables such as powerdistance can influence management practices, and results found are in accordance withexpectations derived from cultural frameworks such as wasproposed by Hofstede's (1980) and Kluckhohnand Strodtbeck's (1961). Building on the concept of power distance as moderator of theparticipation/organizational outcome relationship, the current study investigates the impact ofpower distance on the orientation on employee participation, nature of job descriptions, organizational communication and decision-making, discipline and control, deference to senior employees, management development, and organizational structuring and adaptation. These relationshipswere explored using a sample of employees from a service based companyAl Fajer.
Al Fajer GroupDubai, United Arab Emirates (U.A.E.)is a nationally owned holding company established in 1970 by its Group President Sheikh Hasher Bin Maktoum Al Maktoum. Since his appointment of CEO of the group in 1998 the company has grown to a diversified business entity delivering services to a wide range of international clients. Al Fajer Group reportedly has 18,000 employees and an annual group turnover of AED 5.8 billion. The Group's business interests to date have now placed it as a market leader with the following national companies incorporated under its umbrella; Al Ahmadiah Contracting & Trading w, Al Ahmadiah Aktor LLC, Al Fajer Security & Maintenance, Lunar Electro, Al Fajer Establishment, BalmerLawrie& Co. Ltd, Al Fajer Information & Services with over 2 decades of experience in providing a complete range of organization and management services through its five divisions which are; Fairs and Exhibitions, Octanorm Displays, Shop Fittings, Design & Graphics and International Exhibit Builders. Other group members include; Al Fajer Travel & Tourism, Al Fajer Medical Supplies, Al Fajer Interiors &
Recent studies have lent support to the idea that cultural variables such as powerdistance can influence management practices, and results found are in accordance withexpectations derived from cultural frameworks such as wasproposed by Hofstede's (1980) and Kluckhohnand Strodtbeck's (1961). Building on the concept of power distance as moderator of theparticipation/organizational outcome relationship, the current study investigates the impact ofpower distance on the orientation on employee participation, nature of job descriptions, organizational communication and decision-making, discipline and control, deference to senior employees, management development, and organizational structuring and adaptation. These relationshipswere explored using a sample of employees from a service based companyAl Fajer.
Al Fajer GroupDubai, United Arab Emirates (U.A.E.)is a nationally owned holding company established in 1970 by its Group President Sheikh Hasher Bin Maktoum Al Maktoum. Since his appointment of CEO of the group in 1998 the company has grown to a diversified business entity delivering services to a wide range of international clients. Al Fajer Group reportedly has 18,000 employees and an annual group turnover of AED 5.8 billion. The Group's business interests to date have now placed it as a market leader with the following national companies incorporated under its umbrella; Al Ahmadiah Contracting & Trading w, Al Ahmadiah Aktor LLC, Al Fajer Security & Maintenance, Lunar Electro, Al Fajer Establishment, BalmerLawrie& Co. Ltd, Al Fajer Information & Services with over 2 decades of experience in providing a complete range of organization and management services through its five divisions which are; Fairs and Exhibitions, Octanorm Displays, Shop Fittings, Design & Graphics and International Exhibit Builders. Other group members include; Al Fajer Travel & Tourism, Al Fajer Medical Supplies, Al Fajer Interiors &
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