Strategic Management 7BE002 Task 1 : Professional Development Portfolio (PDP)

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Strategic Management 7BE002 Task 1 : Professional Development Portfolio (PDP)

 

 

 

 

 

 

 

 

 

 

 

 

Strategic Management

 

7BE002

 

 

 

 

 

 

 

Task 1 : Professional

Development Portfolio (PDP)

 

 

 

 

 

 

 

Student Name: Student 1D: 1730762

 

 

Total Word count: 2390 words

 

 

 

 

 

 

 

 

 

 

 

 

 

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Declaration

 

 

I hereby declare that the submission is entirely my  own work. Any material I have used has been acknowledged and appropriately referenced. I also confirm that I have not allowed another student to have access to my work and that this work has not been submitted previously.

 

 

 

 

Student Name

 

Signed

 

Dated

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Table of Contents

 

1. 1. Introduction ……………………………………………………. ….Error! Bookmark not de

 

2. 2. Critical Evaluation of the self-tests ……………………… …Error! Bookmark not define

 

1. a. Understanding my stance as a Manager: ………… ….Error! Bookmark not define

 

1. b. Development Goals I areas for future development: ……………Error! Bookmark not define

 

(i)   Strategy Formulator: ………………………………… …Error! Bookmark not defined.

 

(ii)   Political Skills: ……………………………………………. Error! Bookmark not defined.

 

3. 3. Personal Action Plan ……………………………………….. ….Error! Bookmark not de

 

4. 4. Appendices ………………………………………………….. ….Error! Bookmark not de

 

5. 5. Bibliography and Annotation….………………………………………………….……..…Error! Bookmark not define

 

 

 

 

 

 

 

 

 

 

 

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1. 1. Introduction

 

 

The ethos of Personal Development Plan (PDP) is employed universally by modern day organizations to enhance workplace productivity and performance and to align organizational requirements to individual competency development (Smith & Tillema,

2003). Through PDP application process employee’s development plan can be established (Beausaert , et al., 2011). PDP provides a synopsis of the employee’s competencies from the past and those that are in focus of being developed (Snadden , et al., 1996); (McMullan, et al., 2003).

 

PDP’s have prevailed in the business world for a while, formerly being used by professionals in the creative fields and subsequently implemented in educational and medical  institutions  (Mathers  ,  et  al.,  1999).  Composing   a  visual  and   tangible development plan is essential in any career, developing goals to attain success is a vital

constituent of this journey. Consequently, goals need to be smart, adaptable, motivating

 

 

 

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and measurable. Similarly identifying the strengths, weaknesses and opportunities through self-analysis enables a focus on the future prospects of advancements. Implementing  an  action  plan  to  achieve  the  goals  and  continuous  evolution  helps amplify development effectively throughout one’s life. The QAA (Agency, 2001)outlined PDP’s objective as a structured process to plan for personal, educational or career development and the route chart reflects one’s own skills, performance and achievements.

 

Stimulating learning in development process to moderate the gap between possessed and desired competencies (Lepak & Snell, 1999); (Hattie & Timperley , 2007)  establish that PDP supports individual development to improve performance and provide opportunities for career enhancements. Holistic Development of employees is the essential to the success of an organization as is also vital to employee retention and motivation (Herzberg, 1968). For enhancement of development at managerial level or leadership roles, the self-reflection tool is trivial (Carmichael, et al., 2011).

 

Emphasizing on staff development strategies through social and motivational aspects of appraisals is the concentration of many successful companies (McDowall & Fletcher,

2004). The general consensus appears that PDP is an effective tool for personal and continuing professional development which increases morale and in turn contributes to organizational productivity and success. PDP’s must encompass goals and ambitions which maybe immediate, mid-term or long-term objectives, as per Riley and Wilson this can  be  established  by proficiently analyzing  and  reflecting  on  ones’  strengths  and weaknesses (Riley-Doucet & Wilson, 1997).

 

In  the role of a Sales & Marketing Professional employed with a unique brand in the Aviation industry for over 15 years, PDP has assisted in augmenting my abilities, skills and aptitude and has significantly contributed to accomplishing my anticipated goals and  objectives.  The  culture  of  my  Organization   warrants  a  consistent   employee development  process  providing  an  opportunity  to  closely  track   progress  of  my professional  goals  and  provides  a  platform  to  substantiate  my  contribution  to  the organization.  As  per  Megginson  and  Whitaker  (Megginson  &   Whitaker  ,  2007)

individuals  must  engage  in  an  ongoing  learning  and  development  process  hence

 

 

 

1. S

 

professional development is not just a check point focusing on appraising performance. In an attempt to secure a mid-management position within the business line few years ago, I  implemented the PDP technique which aided in reinvigorating an understanding on the multi facets of the business.

 

2. 2. Critical Evaluation of the self-tests

 

 

1. a. Understanding my stance as a Manager:

 

 

This section showcases a reflection on the personal business skills and insights gained through  my  years  of  experience  replicated  on  the  self-assessment  exercise  (Daft,

2015). The self-assessment was conducted by participating in groups, members were able to deliberate ascertaining reasons for better understanding of their results and identify the skills requiring enhancement.

 

In my role at a  mid- Management level, I’m  inclined  towards  an  amalgamation  of expertise to manage an effective sales team for successful delivery of a strategic plan to achieve  the  revenue  targets  and  enhance  key  partnerships.  Correspondingly  the outcome of assessment 1 indicates I’m more aligned to a structural framework with the Human  Resources  element  dwindling  in  closely  with  scores  of  18  and  17  points respectively. In  my current role, a responsibility of leading a motivated team  towards achieving the targets formulates a vital part of my skill set. Coaching and developing the team is key to success, and therefore critical that every team member is groomed to takeover enhanced roles. The above observation also reveals a characteristic of being task oriented with structural framework which holds true  given  the responsibility of leading teams. In  the group discussions an inclination  towards structural framework (except in the case of one participant who had minimal  experience and no reporting team) was seen with participants possessing ten plus  years of experience managing teams representing organizations which are  mechanistic with vertical hierarchies. An elevated score of 7 points, as an implementor versus a score of 2 points as a formulator in assessment 2 highlights my  determination  to meet deadlines accompanied with a road  map  to  attain  goals  where  harnessing  the  team’s  strengths  for  productive

performance is crucial to managing efficiency, driving effectiveness and reliability. The

 

 

 

 

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result replicates my aptitude of disbursing resources and employing best practices to achieving strategically essential results. Nevertheless, I would like to accentuate development towards turning into an equally strong Strategy Formulator (discussed under section b – Development area).

 

Consequently, my score of 6 points in assessment 3 reveals a leaning on working with teams to accomplish tasks and goals which clutches factual as reflected above. A study (Tasa, et al., 2007) provides evidence that collective effectiveness by teams contributes significantly to performance. As such to meet the business goals, ensuring participation of the entire team is vital. Interestingly a participant in the group secured low scores which is a reflection of not having a direct reporting team.

 

Assessment 4 detected a high score of 6 which prescribes my proclivity for working with an organization performing in indeterminate settings and uncertain environment where presenting new strategies and an open- minded approach to sustain in challenging times is essential. Further, assessment 9 determined working in a large organization  is  a  better  fit  to  my  style.  Being  pre-dominantly  mechanistic,  my organization  encourages  agility,  adaptability,  flexibility,  creativity  and  innovation  to tackle fast-paced and dynamic environment. The organization’s vision to be the best encourages my involvement to achieve the goals and objectives. Nonetheless, I  am not in agreement with the interpretation of the questionnaire which elucidates higher mindfulness is a better fit with an “Organic Organization”, I  believe that regardless of the organization characteristic a distinctive quality of a Manager should include open mindedness to acclimate to the unstable environment. In addition to interpersonal leadership skills it is essential to possess a state of mindfulness, as per George (B,

2010), this is the quality of being fully aware and reacting to stressful situations.

 

 

Subsequently in assessment 5, my ideal score of 7 points displays that I have an active networking skill which assists in achieving objectives and encouraging engagement of team members. Application of active co-relations with colleagues and counter parts at other organizations helps me facilitate trust, stronger collaboration and mutual benefits. Many authors (Coles  , et al., 2003) (Ritter & Gemunden , 2003) studied the  direct

impact on innovation and productivity performance when managing effective networks.

 

 

 

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All  participants  in  my  group  scored  high  on  personal  networking  which  implies  a

 

significance of this aspect in today’s business eco systems.

 

 

Further, my scores in assessment 6 recognize my ability to function in situations driven by cultural diversity. A band of 3-4-points across the cognitive, emotional and behavioral sections indicate my ability to adapt in a diversified multi-cultural environment. Interactions with colleagues across the network requires a fair understanding of the cultures, respect and empathy. I   believe my personal passion of travelling to explore new countries besides the fact of growing up in a cosmopolitan environment with a large expatriate community has also contributed to this ability. Supplementing this view point is the outcome of assessment 10 where scores of 3 & 7 points on Bureaucraticl Clan culture respectively identifies my preference to work for an organization which is procedurally  static  and  goal  oriented.  I     have  been  associated  with  the  same organization for over 15 years which is reflective of my inclination towards a Clan  or extended family like culture.

 

Accompanying the above perspectives in assessment 8, I   recorded a close to high score of 7 points which appears factual given the nature of my job being target driven and the overarching mission of the company to achieve the strategic objectives. On a personal  level  too,  setting  immediate,  mid  -term  and  long-term  goals  has  greatly impacted  positive  changes  in  my  life.  Conversely,  a  superior  score  of  6  points  in assessment 11 solicits my likeliness for improvements and innovation. As per Tidd and Bessant (Tidd & Bessant , 2005) , realizing the need for innovation is imperative, in my role of leading a passionate team of professionals – creative thinking, modernism and amalgamation of ideas is generally at the forefront for team success and also creates a competitive edge for the organization.

 

In  assessment 7 an equivalent score of 4 points reflects my unique core strength of possessing a blend of left and right brain thinking driving decision making processes. This  displays  that  whilst  being  structure  oriented  and  possessing  a  high  social networking  capability  – a  combination  of  interpreting  situations  rationally  and  also considering personal intuition is essential to facilitate adeptness in the industry that I  am

currently part of. Interestingly, few participants scored high on an analytical and logical

 

 

 

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manner of doing things which is representative of the nature of their organization being manufacturing based. Subsequently I  scored 2 points in assessment 12, although I  feel the questionnaire did not showcase all possible adjectives as a selection criterion (e.g.: hunch I  felt sense was not relatable) this equitably reflects my nonlinear decision style which also corelates to the thinking process assessment above. My vast experience at the work place in different classifications of the same nature of job (i.e. promoted through three levels in the sales and marketing field and currently holding the mid- management position) portrays use of instincts. I  consider using intuitive judgements in my field accurately backed with factual data and sensible analysis does improve performance and efficiency.

 

Finally, score of 4 points in assessment 13 highlights a modest ability of support from key  alliances.  The  basis  of  this  reflection  is  my  expertise  in  the  field  given  the substantial time spent with the business. I  will want to consider an expanse in this area for transition into an actively political role such that of a management position with my organization for establishing premeditated reciprocal relationships to boost task outcomes.

 

 

 

 

 

 

 

1. Development Goals I areas for future development: (i) Strategy Formulator:

 

 

Strategy can be defined as the goal post towards which the organizational activities are intended (Koontz & Weihrich , 1988 ), further these reflect the future plans and large- scale plans to optimize accomplishment of the objectives (Pearce & Robinson , 1985). Even though I  scored high as a Strategy Implementor, a balanced approach with eminence of a Strategy Formulator is imperative for added effectiveness.

I  need to utilize high score qualities in Innovation and change to exert improvement in developing skills as a strategic formulator to thrust my professional development aligned

 

 

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towards my mid-term goal of acquiring Project Management (PMP) certification and subsequently advance into a Management role. As proved in assessment 1 I   2 the responsibility of leading the team and meeting deadlines is a predominant undertaking for me at mid- management level where translating the direction of top management to functional objectives is crucial.

 

With application of my personal networking strategies and completion of SMEI (short term goal) and PMP (mid-term goal) Certifications, I  intend to partake in projects representing my business line for value-oriented and conceptual endeavors. In my effort of transitioning into the Senior management level the emphasis will be setting overall objectives and formulating strategies that span activities of the organization (Pearce & Robinson , 1985). To achieve this, I  will be evaluating the strategically important issues concerning the organization, anticipating the wide-ranging effects and consequences of the decisions prior to proposing the most promising strategic position beneficial to the organization through various internal forums available to management teams to voice ideas. For this thorough research and analysis of the SWOT and PESTLE conditions which may impact the external conditions will be indispensable. This endeavor will help me  to  associate  with  senior  colleagues,  share  their  experiences  and  learn,  the involvement  will  aid  in  contributing  to  higher  degrees  of  undertakings  within  the organization  and  supplementing my personal  and  long-term  goal of  stimulating my career progression.

 

(ii)      Political Skills:

 

 

A transformational leader should also encompass strong political skills such as assembling resilient connections, developing trust and influencing others, this not only benefits the organization but also leads to job satisfaction. As per Andrew  Wefald (Brooks, 2016) to foster a supportive and trustworthy environment for an organization to perform, politically skilled people are essential. It  is considered that political skill is an interactively effective paradigm amalgamating the ability to adapt practices and social understanding  through  which  the  individual  surfaces  as   inspiring,  trust  worthy,

supportive and is able to influence others (Dubey & Pandey , 2014).

 

 

 

 

 

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As reflected in the assessments, my networking ability, and social astuteness is an advantage that I  can utilize to build my political skills further to progress for expanse of my long-term goal specifically. In  congruence with developing my skill of formulating strategies, combining Political skills will aid in accomplishing tasks, motivating others and help the organization as well as my long-term growth of securing senior management position. Utilizing high level of interpersonal influence and exercising powerful stimulus to produce specific tasks help individuals to accomplish specific goals (Treadway, et al., 2005). Listed are the key resorts that I   can immediately harness developing a more political savvy “me” (i) having impulsive controls on presentation of ideas which address selection of the most appropriate situational influence tactics and successful execution (Ferris, et al., 2002) (ii) skillfully communicate higher up while at the same time managing relationships with colleagues and people at same level (iii) build stronger interpersonal and cooperative and fair relationships (iv) enhance networking and build beneficial working relationships by harvesting support, negotiating and managing conflicts. Mintzberg (Mintzberg, 1985) suggested organizations are a political arena where endurance and effectiveness requires political will and skill   , accordingly individuals have to represent an inclination towards pursuit of personal goals (Treadway, et al., 2005).               3.Personal Action Plan

Short Term Goal (0-12 Months)

Action                      Personal Performance                 Specific challenges               Approaches to overcome                Target              Target end Indicators(PPI)                                                                                 challenges                                          start

Acquire: (i) Acquire MBA Degree                (i) Post graduate                  (i) Managing deadlines with          (i) Developed a design to                    Ongoing         September qualifications                        commitments (work and               manage work life balance                                                2018 (i) (CME/SMEI) Certification        (i) Certification that            family)                                               schedule. This will also help me in Sales and Marketing                 demonstrates                       (i) Online course requiring            with managing my future knowledge and                    min certification hours. This         encounters experience in sales and      certification is valid only for marketing.                            few countries. If I plan to              (ii)  Carry out R&D and online             January          November (ii) Digital marketing                      (ii) Enhancing my                 relocate into another country      refresher module to decide the           2019                 2019 professional training                     knowledge about this         in the future, equivalent                best sessions applicable for fast-paced stream               certification of that particular      both certifications and also which will also                      country will need to acquired       devise a time plan, one

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encompass wider                (ii) The technology standards       enrolled to ensure work life perspective related to        and specifications are                    balance without hampering technology                            constantly evolving and hence     effectiveness of either a need to constantly update oneself.

Medium Term Goal (12-24) months

Action                                       Personal Performance                Specific challenges                Approaches to overcome               Target              Target end Indicators                                                                                         challenges                                          start

Appear for the (PMP) Project      Assist in securing senior     (i)PMBOK Edition gets                    (i) Devise a plan to ensure Management Professional           role in Projects and             updated and amended every       consistent certification, plan in       December          October Certification                                     opportunity to practice      2 years with enhancements          advance and establish a road                2019                 2020 Strategy Formulator            proposed by expert                        map for acquiring the Skills                                       volunteers and hence                    certification every 2 years requires unceasing renewal (ii) A minimum of 35 hours of       (ii) Undertake projects more Project Management Training      consistently and formulate a and 4500 hours of experience      plan (timeline based) to work in leading projects is required      and execute projects with to be certified every 2 years,        relevant teams. One way of hence continuous                           achieving this could also be to engagement in projects will          include myself in the be essential for PMP                      nomination list for Projects certification to be in force             viewed by group departments, based on requirement I could second myself to these projects.

Long Term Goal (24-36) months

Action                                       Personal   Performance              Specific challenges                Approaches to overcome                Target              Completion Indicators                                                                                         challenges                                          start                 Date

Secure a Management                  Gain expertise in the       Advancement of the                         Launching products, services Position within the business,       area of business               Organization and sustainability      and processes that are effective       November        December that of a Regional Account                                                       of Senior Positions                            and efficient contributing to the            2020                 2021 Manager                                                                                                                                                     competitive edge of the organization. Undertaking key projects and executions and managing strategic priorities

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4. 4. Appendices

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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5. 5. Bibliography and Annotation:

 

 

1. 1. Agency, A., 2001. Guidelines for HE Progress Files. London: QAA.  [Online] Available  at:   http://www.qaa.ac.uk/en/Publications/Documents/Personal-development– planning-guidance-for-institutional-policy-and-practice-in-higher-education.pdf

[Accessed 20 March 2018].

 

This article gives an insight of PDP and concepts drawn upon existing practice and experience collected in Guidelines for HE Progress Files 2001. Although specific to education, the institutional policies and practices can also be adopted for professional career developments, this article was a good reading for this Task.

 

2. 2. Beausaert , A., Segers , & Gijselaers, W. H., 2011. Using a Personal Development Plan for Different Purposes: Its Influence on Undertaking Learning Activities and Job Performance. Vocations and Learnin, Volume 4, pp. 232-235.

 

This article explicitly provides information on the emergence and use of a personal development  plan  as  a  tool  for  undertaking  learning  activities,  expertise-growth, flexibility  and  performance  in  a  fast-paced  competitive  business  environment.  The article helped me in understanding the application of PDP tools.

 

3. 3. B, George., 2010. Leadership’s Lost Decade. [Online] Available at: www.wallstreetjournacom

[Accessed 23 March 2018].

 

The Webpage of Wall Street Journal provides insights and analysis on key issues with thoroughness besides discussing current news. This website assisted me with  key reading materials on the PDP topic which are credible and helped me with the task.

 

4. 4. Brooks, , 2016. Want to Be a Better Leader? Build Your Political Skills, adapted from Andrew     Wefald     (     Transformational     Leader     Attributes).     [Online] Available at: https://www.businessnewsdaily.com/9465-political-skills-happiness.html [Accessed 23 March 2018].

 

This online article discusses the importance of political skills for a transformational leader and how application of this skill can lead to job satisfaction and varied benfits for the organization .A study in the article is co-authored by Kansas State University and their faculty, the reading facilitated my understanding in the task better.

 

5. 5. Carmichael, ,  Collins,  C.,   Emsell,  P.  &  Haydon  ,  J.,  2011.  Leadership  and

Management Development. 1st ed. UK : Oxford University

 

This book provides an understanding of leadership and management development and related strategies and also deals with contemporary issues related to these areas. the book provides reades with a belnd of critical and practice based approcahes for a better understanding.

 

 

 

 

 

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6. 6. Coles , A., Harris , L. & Dickson , K., 2003. Testing goodwill: Conflict and cooperation in new product development netwo International Journal Of Technology Management , pp. 25 (1,2).

 

This article discusses the process of network building , managing conflicts and about the effective functions related to network building and management.

 

7. 7. Daft, L., 2015. Organization Theory and Design. 12 ed. Boston : Cengage

Learning .

 

This book provided me with an enlightening and compelling overview of organizations and the corresponding concepts driving success in the most organized manner. Each chapter presents an opportunity for the reader to self assess themselves based on experience and interests for a reflection on what changes can be adminsitered for a career progression.

 

8. 8. Dubey, & Pandey , M., 2014. Employees Personality, Political Skills and Impact on Job Satisfaction. Management Insight, Issue 1, pp. 38-42.

 

This article is a good reading about understanding political aspects of an organization with emphasis on how one’s personality and political skills can impact job satisfaction. Yet again this reading added to my knowledge of facilitating scripting the task.

 

9. 9. Elicker , D. & Hall, R. J., 2006. The role of leader member exchange in the performamce appraisal process. Journal Of Management , 32(4), pp. 531-551.

 

This article  assisted me  with  the  discussions  on  the  effectiveness  of  Performance appraisals and the relationships between supervisor and subordinates that influence discussions of appraisals and impact on performances.

 

10. 10. Ferris, et al., 2002. Social influence processes in organizations and human resources systems. In G. R. Ferris & J. J. Martocchio (Eds.),Research in personnel and human resources management, volume 21, Oxford UK, Volume 21, pp. 65-127.

 

A stimulating reading which elucidates how behavioral tactics and strategies of individuals influence positive and negative outcomes. The article also presents a critical analysis and review of theory and research on social influence processes at the workplace.

 

11. 11. Hattie , J. & Timperley , , 2007. The power of feedback. Review of Educational

Research, Issue 77, pp. 81-112.\

 

This article provides a conceptual analysis of feedback and reviews the evidence

related to its impact on learning and achievement. The article also proposes a feedback model that identifies the properties and circumstances that make it effective.

 

12. 12. Herzberg, , 1968. One more time: how do you motivate employees?. Harvard

Business Review, pp. 53-62.

 

 

 

 

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Discussing the psychology of KITA motivation , author cites intrinsic factors distinct from extrinsic or KITA elements that lead to job dissatisfaction . The article also discusses focus of managers on encouraging and motivating employees to drive a difference in performance.

 

13. 13. Kneale, , 2007. Personal development planning (PDP) really happens at work.

Planet, pp. 16-18.

 

This paper reflects a development of clearer understanding on PDP in the workplace to acquire insights into the long term benefits of personal planning and reflection. it enlists the approaches to personal planning engaging a better understanding for the reader.

14. 14. Koontz, & Weihrich , H., 1988 . Management. 9th ed. Singapore : McGraw-Hill. This book discusses the basis of management theory and science and the patterns of

management analysis as well as the purpose of planning , organizing , staffing , leading

and controlling . A discussion on the external environment provides a comparative analysis.

 

15. 15. Lepak, & Snell, S., 1999. The human resource architecture: toward a theory of human capital allocation and development. The Academy of Management Review, Issue 24, pp. 31-48.

 

This journal article discusses the relationships among  employees , employment modes, human resource configurations and how these contribute to competitive advantage of the organization.

 

16. 16. Mathers , N. J., Challis, M. , Howe A C & Field , N. J., 1999. “Portfolios in Continuing Medical Education – Effective and Efficient?”. Medical Education , Volume 33, pp. 521-530.

 

This study demonstrates a port-folio based learning scheme a cross over compariosn between traditional activities (medical) and port-folio based learning general practise. The study aided in better inscription of the task.

 

17. 17. McDowall, & Fletcher, C., 2004. Employee development: An organizational justice perspective. Personnel Review , Volume 33, pp. 8-29.

 

This journal article examines the links between elements of procedural justice, global fairness perception and attitudinal measures in a reviewl development context. Also discussed are the development techniques using organizational justice frameworks.

 

18. 18. McMullan, M. et a, 2003. “Portfolios and Assessment of Competence: A Review of

the Literature.”. Journal of Advanced Nursing, Volume 41, pp. 283-294.

 

This paper aims to clarify the approaches used to assess competence using portfolios , it discusses the holistic approach to competence and reflection as an essential competence compatible with the use of portfolios.

 

 

 

 

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19. 19. Megginson , & Whitaker , V., 2007. Continuing Professional Development. 2nd ed. London : Chartered Institute of Personnel and Development .

 

This book presents explanation about continuing professional development , the need , core  concepts ,  benefits ,principles and  the  respective  benefits for  individuals  and employers alike.

 

20. 20. Mintzberg, , 1985. The organization as a political arena. Journal of Management

Studies, Volume 22, pp. 133-154.

 

This journal explicits the system of politics in organizations and also discusses the interrelationships and the functional roles of politcis in organizations,

 

21. 21. Pearce ,  A.  &  Robinson  ,  R.  B.,  1985.  Strategic  Management,  Strategic

Formulation and Implementation. 2nd ed. U.S.A: Irwin, inc. .

 

A though-provoking book emphasizing on conceptual tools and skills evident through

Strategic Management. The book also presents an overview of the Exteral Environment

, organizational structure, innovtaion and entrepreneurship.

 

22. 22. Riley-Doucet, & Wilson, S., 1997. A three-step method of self-reflection using reflective journal writing. Journal of Advanced Nursing, Volume 25, pp. 964-968.

 

This paper explains the process of self-reflection critical appraisal, also incorporates peer group discussion and self-awareness.

 

23. 23. Ritter , T. & Gemunden , , 2003. Network competence: Its impact on innovation success and its antecedents. Journal of Business Research.

 

This article discusses the underlying reasons company is able to handle interorganizational  relationships  with  network  competence  displayed  as  a  strong positive influence on the extent of interorganizational collaborations.

 

24. 24. Smith, &  Tillema,  H.,  2003.  “Clarifying  Different  Types  of  Portfolio  Use”.

Assessment and Evaluation on Higher Education, 28(6), pp. 625-648.

 

The analysis in this article is focussed on trio criteria of portfolio use as they relate to different elements of the potfolio collection. The article also discusses feasibility considerations responsible for differences between types, linked to an uncertainty and ambiguity on the part of the collectors to enagage in the process of compilation.

 

25. 25. Snadden , , Thomas, Griffin , E. & Hudson , H., 1996. Portfolio-based learning and general practice vocational training. Medical Education, Issue 30, pp. 148-152.

 

This article discusses portfolios being an excellent tool for formative assessment and professional development describing the history of portfolios , how to develop portfolio for  professional  development  purposes  and  use  of  these  for  formal  assessment.

 

 

 

 

 

 

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26. 26. Tasa, K., Taggar, & Seijts, G. H., 2007. The development of collective efficacy in teams: A multilevel and longitudinal perspectiv. Journal of Applied Psychology, Volume 92, pp. 17-27.

 

This journal article investigates the effects of individual level and team level factors on observed behaviours and subsequent development of collective efficacy for mastering a comples team task.

 

27. 27. Tidd, & Bessant , J., 2005. Managing Innovation. 3rd ed. s.l.:John Wiley & Sons

Ltd.

 

This book discusses Innovation in an organizational setting , the readers will be able to acquire knowledge and skills to manage innovation at the operational and strategic levels.The book also presents the integration of management of market, technological and organizational changes to improve competitiveness of firms.

 

28. 28. Treadway, , Hochwater, W., Kacmar, C. & Ferris , G., 2005. Political will, political skill, and political behavior. Journal of Organizational Behavior, Volume 26, pp. 126-

1521 229-245.

 

An  interesting article  that  discusses  the  conceptialization  and  measurement  of  the political skills and the importance on consistency of the corresponding aspects which can  contribute  to  a  development  of  a  political  savvy intelligence  and  aided  me  in scripting the task .

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Strategic Management

 

7BE002

 

 

 

 

 

 

 

Task 2: Project Analysis

 

 

 

 

 

 

 

Student Name: Unknown

 

Student ID: 19999

 

Total Word Count: 4341 words

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1. 31

 

 

Table of Contents

 

 

List of Abbreviations and Acronyms…………………………………………………….……33

 

 

Consent form………………………………………………………………………………………………….. 34

 

Section 1 – Executive Summary: ……………………………………………………………………. 35

 

Section 2 – Introduction: ……………………………………………………………………………….. 36

 

1. A. Company Overview ……………………………………………………………………………… 36

 

1. B. Long-term Goals …………………………………………………………………………………. 37

 

1. Operating Environment (Airports, 2015)………………………………………………….. 37

 

Section 3: Business Case Analysis ………………………………………………………………… 38

 

1. A. Evolution of MS – LO : …………………………………………………………………………. 38

 

1. B. Business Problem: ………………………………………………………………………………. 39

 

1. Structural causes: ……………………………………………………………………………….. 40

 

Impact on departmental KPI’s: ………………………………………………………………. 40

 

Distressed staff morale: ……………………………………………………………………….. 40

 

Coordination issues:…………………………………………………………………………….. 41

 

Dependency on solitary resource …………………………………………………………… 41

 

Delay in launch of innovative experiences due inadequate communication….. 42

 

Section 4 – Literature Review ………………………………………………………………………… 42

 

1. Organization Structure, Design and Culture: ………………………………………………… 42

 

1. Coordination ……………………………………………………………………………………………. 43

 

1. Communication ……………………………………………………………………………………….. 43

 

Section 5 – Analysis I Restructure………………………………………………………………….. 44

 

1. Requirement of a Restructure 1 Redesign:……………………………………………………. 44

 

1. Proposition………………………………………………………………………………………………. 45

 

1. Benefits of the re-modelled Organizational Structure …………………………………….. 46

 

1. Monitoring the re structure…………………………………………………………………………. 47

 

Section 6: Conclusion……………………………………………………………………………………. 48

 

Appendices …………………………………………………………………………………………………… 50

 

Bibliography And Annotation…………………………………………………………………………. 62

 

 

 

 

 

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CA1CB1CC	Concourse A1Concourse B1Concourse C
CFT	Cross Functional Team
DwC	Al Maktoum International Airport
DXB	Dubai International Airports
FLT	Frontline teams
KPI	Key Performance Indicators
MS	Marhaba Services
MS – LO	Marhaba Services Lounge
MSA	Marhaba Services Agent
MSS	Marhaba Services Supervisor
OMMS – LM	Operations Marhaba Services – Lounges Services
OTP	On time Performance
SDC	Support Services Duty Controller
SDO	Support Services Duty Officer
SME	Subject Matter Expert
SMSA	Senior Marhaba Services Agent
YOY	Year On Year
U. A. E	United Arab Emirates

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1. 33

 

 

Consent form

 

 

Due to confidentiality purposes and code of conduct a written consent from my organization is not probable.

 

Consequently, I  have sought verbal approval from my immediate reporting line (disclosure of details unpermitted) to carry out a project analysis based on the prevailing business problem evidenced as per Appendices A.9 and include corresponding details and business information primarily for the purpose of this assignment.

 

 

 

 

Unknown Mecwan

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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This report is based on  an  empirical  study examining the  correlation  between  the underlying structure and design of an organization to its performance and attainment of the   strategy   and   goals   with   competent   use   of   communication,   coordination, collaboration and control. In  this assignment, this theory has been explicated using a case  study  on  marhaba  services  – operated  by  dnata,  an  international  Air  Travel Company  based  in  Dubai,  U.A.E.  Recognized  as  a  successful  business  line,  MS continues to lead innovation in the Airport Hospitality Industry and enhance success by continuously evolving in various aspects.

 

MS is a commercial operation extending a wide-range of Airport meet & greet and Airport Lounge services. Headquartered in Dubai International  Airports, U.A.E, whilst also managing operations at worldwide Airports, MS has been facilitating passenger’s movement  through  airport  formalities  since  its  inception  in  1991.    The  nature  of business warrants resource intensive operations for MS as it continues to tread into the future to achieve global strategic growth and effectively managing its brand and product portfolio. Differentiation, customized solutions, positive and memorable customer experience are the driving factors of the brand facilitating the presence of MS within the consumer and corporate market of the UAE, these dynamics have enabled the brand to adapt to the changing market-demands despite evolving technology as well as combat competition from internal and external sources.

 

In this report, an insight on MS – LO core operations will be discussed together with the observed structural and procedural design issues. In context of Daft’s Organizational theory on Structural dimensions and contingency factors (Appendices A.1 and A.2), the Organizational  Structure of MS will be deliberated, a SwOT analysis as a structural model  will  also  be  analyzed  (Appendices  A.8).  Further  the   consequences  of inadequate communication and coordination issues as a result of the design issues will

also be reviewed which are directly impacting employee morale and satisfaction.

 

 

 

 

 

 

 

 

 

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The findings in the study divulge key emphasis on consequences of the rigid vertical hierarchal structure which is directly impacting the achievement of organizational goals and business performance.

 

Based on the classifications, the report then provides for a business restructure and analysis with the intention of the remodeling and implementation of the corrective measures  to  achieve  the  strategic  long-term  goals  and  vision  of  MS  –  LO.  The significant modification proposed is the incorporation of a cross functional team to yield horizontal linkages which not only facilitate departmental collaboration but also enhance coordination and communication within the business.

 

Section 2 – Introduction: A. Company Overview

 

MS is a significant business unit of dnata, the international aviation services company owned by the Emirates Group and the impresario of unique airport services in the region  and  globally.  At  the  core  of  the  organizations  operations  and  commercial interests is understanding the intricacies of Air Travel. Operating at one of the world’s dynamic Airport environment DXB and Dwe, MS has established itself as an entrepreneur in the customer services industry forming industry standards and pioneering as a reputable and trusted airport services handler making the airport travel a memorable experience to look forward to.   MS adopts the integrated approach of assimilating organizational activities with that of stakeholder’s interests (Daft, 2015).

 

Over  the past two decades, MS has built its success by offering an airport experience at an affordable price catering to varied market segments. This progression has  been accomplished  in  tandem  and  despite  the  ever-developing  airport  infrastructure  and embryonic technology innovation. This has led to rapid development of the brand and a worldwide awareness of MS.

 

The services range from basic meet & greet services to that outfitted for niche clientele encompassing  luxury  of  travelling  in  style,  suiting  the  demand  of  varied  customer

segments. In addition, MS has also established a network of Airport Lounges in DXB,

 

 

 

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Dwe and globally in conjunction with the flagship brand of the parent company- dnata which  is  present  across  over  fifty  countries.  The  expertise  knowledge  gauging economies of scale is a successful business model that distinguishes the marhaba brand as a patron in this unique field of customer services.

 

MS recognizes a healthy corporate culture within the business is fundamental to driving organizational initiatives, goals and objectives  positively impacting performance and illustrating efficiencies and effectiveness in the business.

 

1. Long-term Goals

 

 

Establishing a global footprint and diversifying the product offering to capture maximum market  share  is  the  long-term  strategic  objective  of  the  business.  Be  it  locally  or globally, MS aspires to clench its dominance in this industry exemplifying leadership, innovation and customization. Further, interjecting a higher profit margin back to the business and substantially increasing profits is the key financial goal of the brand. MS recognizes the importance of work culture and its Human capital’s engagement  as every satisfied employee contributes to highest eustomer engagement. Therefore, business takes efforts in constantly analyzing the structure thereby aligning it to its long- term strategy and goals.

 

1. Operating Environment (Airports, 2015)

 

 

MS  operations  extend  a  vast  range  of  product  portfolio  at  the  world’s  busiest International Airports DXB and Dwe which spans 2,900 hectares 1   1,972,474-meter square floor area over which the MS-LO  are dispersed. DXB currently caters to  a passenger capacity of 90 Million  and  being the  busiest airport in the  world  has  a potential  to  grow  to  103.5  Million  passengers  by  the  year  2020.  The  Passenger Terminal is made up of three main terminals (one of which is the  largest) and four eoncourses respectively catering to nearly 140 airlines and over 7,700 weekly flights to over 270 destinations. On  the other hand, Dwe currently  manages operations to an approx.  of  70  flights  weekly  covering  18  International  destinations.  In  2017,  Dwe handled an approximate of 904,000 passengers estimated to accommodate 26 Million

passengers annually by 2018.

 

 

 

 

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To support the evolution of a fast-growing dynamic aviation sector based on Dubai Airport Company’s masterplan, MS plays a pivotal role in creating a lasting and positive impression on the millions of visitors passing through the airports. Meeting anticipated demands while elevating service levels and enhancing passenger experience is most essential. eombining forces with stakeholders to design innovative products and operational improvements hence remains at the forefront of marhaba’s strategies navigating the path into the future.

 

Section 3: Business case Analysis

 

 

1. A. Evolution of MS LO:

 

 

The  rapid  growth  of  DXB  1    Dwe Airports  over  the  past  decade  provided  MS  an opportunity for business development and expansion steering its way to become the world’s leading Lounge service. Leveraging off the parent company’s position – MS has positioned itself as a brand apart and secured key real estate within DXB1Dwe airports convening its long-term strategy of growth. The organization structure is primarily mechanistic in nature with persistent bureaucracy possessing a formal and centralized network structure with a functional design (Appendices A.3) managing varied business lines (Meet & Assist 1Visa1Lounges1Porter).  In  conquest for increasing capacities to meet the progression goals, MS acquired five (05) new lounges since 2009 and encountered  substantially increased  lounge  operations  (Appendices  A.4). Subsequently the lounge business revenues quadrupled since and also aided marhaba is securing a competitive advantage locally and also set the pace for global expansion.

 

MS – LO  is operated 24hrs a day, each effectually managed by a robust and  highly trained Operations team consisting of 04-06 MSA’s and 01 SMSA per shift who work on a rotation basis (42 hours per week). The overarching ability in MS – LO  as  per the hierarchical structure is led by the MSS who reports daily operations  directly to the SDO1SDe on shift as well has a dotted reporting line to OMMS LM where vital decision

making maybe required reflecting a narrow span of control (Appendices A.6).

 

 

 

 

 

 

 

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The job roles can be defined as:

 

• MSA: Managing lounge check in formalities using in house and partner Information systems (as required) to ensure recording of customers is appropriately done and extending customer services.
• SMSA: eoordinating activities to ensure Lounge housekeeping, catering and lounge standards are consistently met. Overseeing surveys and ensuring customers leave the Lounges in time for departures. Also backs MSA when Lounges are extremely busy.
• MSS: Managing the MS-LO within DXB and Dwe which spreads across a  large area of the airports, could include moving between each of the Lounges and dealing with operational issues.

 

Due to the large proximity between the MS – LO  the dedication of MSA1SMSA for each of the MS-LO is a prerequisite.

 

1. Business Problem:

 

 

Owing   to  the  expansion  of  MS  – LO  transiently,  the  business  has  encountered challenges enlisted below:

 

• Two  of   the   MS   – LO’s   have   substantively   amplified   passenger   numbers (Appendices A.5) contributing to overall revenues collectively by 58% resulting in full to capacity scenarios at certain times. This is mainly due to the Lounge size and number of airlines that these eoncourses  serves. while the other MS – LO  do witness influx of passenger1s this is mainly governed at slots over 24hrs hence full optimization of seats is not achieved.
• Despite lounge expansion plan and increased passenger numbers growing on a yOy basis, the proportion of FLT to manage the increasing integers is unrivalled.
• when occupancy at MS – LO is to maximum, managing the consistent standards of housekeeping,  buffet  1beverages   offering  and  ensuring  a  memorable   lounge experience is demanding. Further, when busy the entire lineage of team MSA1SMSA and MSS is involved in registering customers which impacts administering of other

activities.

 

 

 

 

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• The expansion of  MS  – LO  generated a huge  traction  of  corporate  partnership arrangements with their own set of regulations and processes. Inevitably these differ from one partner to the other and also from Lounge to the other  too.   Though information systems support the operations, there are rising  incidents of feedback related to lounges accesses being denied.
• The responsibilities of MSS in the shift is augmented to managing the MS – LO and troubleshooting day to day operational matters with escalation when required.
• Process of Onboarding of clients is extensive as involvement of Training department

 

(outsourced functionality) is sourced.

 

1. Structural causes:

 

 

Below  are  consequences  of  the  above  which  is  impacting  business  performance

 

(Appendices A.9):

 

• Impact on departmental KPI’s:

 

 

(i)  FLT  MSA’s  are  more  concerned  with  shift  operations,  emphasis  is  on  the monotonous requirements of managing the Lounge and hence shifting focus from eustomer  Services.  (ii)Lounge  standards  are  at  times  compromised  due  to  heavy footfall.

(iii) Decision making for daily operations and Incidents is led by the MSS, owing to the vertical  structure  resulting  in  unwanted  waste  of  time,  resources  and  unhappy customers. Evidently lack of coordination and empowerment decreases productivity and completion of tasks is hampered due to the process.

 

• Distressed staff morale:

 

 

FLT MSA are brand ambassadors confronting customers but are usually taking instructions from the SMSA or MSS (Appendices A.6) which can be frustrating during Peak operations and heavy movement. Anticipating resolutions from the reporting lines reflects coordination issues exist especially since operations is in such a dynamic environment. eustomers may view FLT MSA as a team who are not in control and lack cooperation. The reason for this may be due to the stringent hierarchy in place and less

empowerment granted to FLT MSA to make decisions. Further, the focus on shift is to

 

 

 

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ensure  OTP,  adding  to  the  busy  environment  of  the  Lounge  doesn’t   provide opportunities for the FLT MSA’s to get trained on activities related to Senior Positions which is essential for career progression – these circumstances create dissatisfaction and melancholic working environment besides a high attrition of staff  over the past 3 years.

 

• coordination issues:

 

 

Since FLT are focused on their area of work and allocations this restricts horizontal communication between other Lounges which is essential for execution of tasks and business performance. For instance, when the eA and eB are extremely busy there is no coordination among the Lounge teams to discuss re direction of eustomers to seize the business opportunity reflecting ineffectiveness to utilize information to function at an optimal level. As per current Organizational  chart SMSA is reporting to MSS but if the latter is engaged with an issue or incident SMSA reports matters concerning importance to SDe  – the line of reporting is judged situationally. Further, limited or case to case basis involvement of the SDe, generates challenges of unacquaintance at this level. For onboarding of partners team for briefings is sourced from Training  department, yet again proving dependency causing delays.

 

• Dependency on solitary resource:

 

 

Decision making and cascading of information rests with the MSS, even though at this level the goal is clear – the pressure of ensuring consistency in performance of all MS – LO  slurps this resource. Most often rather than emphasizing on leadership activities to manage the MS – LO  the MSS is mediating between SDe and SMSA1MSA. Further the opening of new MS – LO in 2013 and 2016 respectively together with the growing airport infrastructure have strained focus of this resource as their responsibility during a shift is to manage several MS – LO  (total of 6 – DXB and Dwe combined).  As such horizontal discussions and coordination between the teams is essential to ease up the strain on this resource so that primary objective of managing the Lounge brand is achieved and

thereby subsequently also contributing to higher profits.

 

 

 

 

 

 

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• Delay in launch of innovative experiences due inadequate communication

 

 

The FLT are continually engaging with eustomers as part of their job roles, this provides a chance of interaction during which expectations and feedback can be acquired. Most of such discussions can result in innovative ideas and solutions to enhance Lounge experience and contribute to business performance. eonsequently,  socializing of the horizontal teams to brainstorm prospects will strengthen unity and promote team spirit and onus. eommunication  triggers discussions and learning, new services such as “Happy Hours “, “Assistance from Lounge to Gate” to name a few could have been launched some time ago if communication was maintained laterally and multi way (P,

2008).  Due  to  vertical  communication  under  emphasis  FLT  seldom  indulge  in discussions related to innovation as they are more tasked with achieving their allocated targets and KPI’s. Delays in execution of ideas signals lack of coordination resulting in ineffectiveness.

 

Section 4 – Literature Review:

 

 

1. A. Organization Structure, Design and culture:

 

 

Several authors defined organizational structure as an official formation concerning responsibilities and authority in the organization (Damanpour, 1991) which includes the hierarchical levels and  horizontal or vertical integration as well as centralization  of communication,  training,  support  services  and  authority.  Further  the  Organizational structure also concerns the accountabilities and relationships of the  job positions to each  other  in  conjunction  with  the  delivery process  (Greenberg,  2011);  (Gerwin  & Kolodny,  1992)  .  Hence,  the  organizational  design  is  the  correlation  between  the relationships  pattern  and  the  components  or  parts  of  an  organization.  Research indicates that a positive effect on performance in driven by a formal structure through improved decisions and performance predictability (Germain, 2008).

eonsequently, organization design is determined and implemented from the organizational structure which administers the strategic plan and its execution (Daft,

 

 

 

 

 

 

1. 42

 

2013). Sir Daft also explicated design of the organization in alignment with the structural and contextual dimensions drives high performance and effectiveness (Daft, 2015).

 

Miles and Snow (Miles & Snow , 1992) highlighted lack of communication between the functional groups can make the organization inflexible and slow while Vijayalaksmi (Vijayalakshmi, et al., 2008) instituted organizational effectiveness is an outcome of organizational structure.

 

1. coordination

 

 

As an off shoot of a large organization, MS encompasses the nature archetypal with varied activities, business diversification and increase in vertical division of responsibilities making close interaction and coordination greater than ever. Bakanauskas et al. (Others  & Bakanauskas , 2011) described the organization as  a work management and coordination of the resources allocated permitting attainment of goals. Therefore, encouraging teams to contribute towards interrelated tasks results in business performance- subsequently participants will also develop abilities to perform better workflows and make fruitful decisions providing a better outcome.  Pursuit of a common goal or objective  with  unity in action  and  synchronization  of  the  different activities can be defined as coordination.

 

MS   has  a  vertically   classified   structure  where   unity  of   command   exists   and centralization drives the business. yet introduction of horizontal linkages will bring in more fluidness within processes and operation metrics for achievement of the organizational goals and creating competitiveness.

 

1. communication

 

 

For effective and efficient organizational functioning, operative communication channels are crucial  (Bloisi, et al., 2007)  in the  working environment where  employees  can liberally exchange feedback and ideas. Horizontal communication is fundamental to connect theories and concepts across departments which is not apparent at the FLT

and Middle management layers of MS.

 

 

 

 

 

 

1. 43

 

Bloisi et al also specified; a channel for horizontal communication is essential besides vertical and horizontal communication for effective organizations, as the former provides support, coordination, control and cooperation. Taylor’s (Taylor, 1999) perspective on communication is described as a strategic component to proliferating efficiency and effectiveness.

 

In conclusion an interrelation between organizational structure, coordination and communication is extremely vital for productivity and efficiency for organization effectiveness. The three variables are interlinked and an alteration to one aspect can shape and modify the others causing significant effect.

 

Section 5 – Analysis I Restructure

 

 

1. A. Requirement of a Restructure I Redesign:

 

 

In   summary  to  the  business  case  indicated  above,  the  key  concerns  resonating

 

amendment to the organization’s hierarchical design is as follows:

 

1. 1. FLT are demotivated due no empowerment to make decisions relating to daily operational matte
2. 2. The vertical hierarchy does not support cross functional coordination causing holdup for decision making and implementation of processes or policies which maybe best p
3. 3. Lengthy and time-consuming approval process due to several hierarchies, top down implementation is highly administrative, bureaucratic and not as lean as should be.
4. 4. Job function of MSS is not as effective instead disoriented in managing everyday operations resulting in performance flaw
5. 5. Onboarding of partners takes a while, since training functionality is sourced from

 

Training department.

 

6. 6. Lack of communication and coordination exist between FLT i.e. on a horizontal linkage basis and subsequent levels where reporting hierarchy is unclear due

being situational.

 

 

 

 

 

1. 44

 

The vertical structure of MS although promotes control and endeavors to achieve efficiency is flawed especially so with the growth of the MS – LO.  Poor communication and coordination between the FLT of the MS – LO  and their immediate reporting lines leading to low morale of employees has been resulting in meagre performances.

 

1. Proposition

 

 

The new organization and hierarchy structure is proposed under Appendices A.7, the improvement areas have been analyzed and proposed in line with Daft’s book – Organization Theory and Design.

 

1. 1. Re designing roles for FLT – MSA’s to include empowerment on decision making and direct accountability on KPI’s besides being custodian of their respective MS – LO managing Lounge standa Increased responsibilities to this role can be achieved by backing the MSA team with additional resources. Further, expanse of MSA role to concentrate on corresponding MS – LO  will encourage a wider span of control.
2. 2. The design tenders’ inclusion of eFT to replace SMSA in each of the MS – LO to bring in a horizontal linkage structure adding to the FLT structure. The eFT will function as working groups designed to take decisions at a lower level and will exist in addition to the main hierarchical structu Henke et al (Henke, et al.,

1993), considered eFT effective as it intensifies responsiveness, reduces hierarchical centralization and speeds up decision making further eFT is recognized to improve communication among teams (Maltz & Kohli, 2000).

3. 3. eFT will be configured to undertake responsibilities on application of functional expertise steering a common goa This team will function at the level above the MSA adapting to the MS – LO  as per the requirement and peak hours. This team will constitute members of the current FLT SMSA’s I MSA’s and new  recruits. The key scope of tasks of the eFT  will include: Backing the MS –  LO as per peaks,  effectively  communicating  between  the  MS  –  LO  ensuring  optimum utilization  of  capacity,  planning,  organizing  rotation  between  the  MS  –  LO  monitoring and backing the FLT teams where required in addition to managing

Lounge standards, supervising catering and housekeeping teams.

 

 

 

1. 4S

 

4. 4. Re alignment of job roles and responsibilities for MSS to include functions of an

 

SME with focus on training, motivating, coaching and mentoring FLT.

 

5. 5. ereate a dedicated Lounge Training position to coach and train Lounge teams consistently on lounge functions hence ensuring that up to date information is circulated. with the rapid development of MS – LO  and more in the pipeline, this position   will   be   responsible   for   documenting   processes,   policies,   work instructions as applicable to the MS – LO.
6. 6. with re definition of roles and introduction of eFT, effective coordination and communication will ensure employees working together to bring about strategic solutions.

 

1. Benefits of the re·modelled Organizational Structure

 

 

1. 1. Decision making process will be faster symbolizing contribution and onus on part of individuals and team
2. 2. Since everyone is familiar and involved with the operations due to reviewed roles, the control measures are in place redundancies are reduced and common goal of improving overall coordination and communication is aimed at.
3. 3. Introduction of eFT will enhance integration, improve coordination and problem solving, span organizational boundaries for a thorough decision making thereby increasing productivity.
4. 4. with increased responsibility and enablement, exposure for MSA’s will increase – contributing to personal development and career advancement. eombining expertise know how will improve communication and coordination between eFT and FLT.
5. 5. The line of reporting will become clearer – MSA with functional tasks will make decisions due empowerment and training, incidents escalated to eFT or  SDO only. Other matters concerning Lounge standards e will be directed to SME.
6. 6. Re definition  of  the  MSS  role  to  SME  will  encourage  discipline  that  can accelerate cross functional liaison and collaboration between the team
7. 7. Involvement of SDe directly with the Lounge teams will mean better control and

 

utmost coordination and hands on acquaintance.

 

 

 

 

1. 46

 

8. 8. eapitalizing on existing resources for creation of eFT  will harness potential of team members and also aid in optimal use of available resources.
9. 9. Boost staff morale due involvement and distinctly clear processes and functions, which will also support improved cross departmental communication.
10. 10. The diverse environment that MS – LO operates in brings together varied cultures both from the employers and customers perspectives, consequently literature reading indicates  that  heterogeneous  teams  have  a  correlation   with  team effectiveness and this aspect is positively related to the decision-making process and creativity (Jackson, et a, 1995).

 

By bringing the above structure into implementation, the  teams will coordinate and communicate together with the ultimate goal in focus thereby accomplishing more efficiency and better-quality performance and business profits. Encouraging a sense of ownership, the team will become more responsible and effective. Further, organization effectiveness is also influenced by the contingency theories (Appendices A.2) on basis of which the organization structures activities in line with the evolving environment (Reimann, 1974), organization becomes more adaptive with an effective structure.

 

1. Monitoring the re structure

 

 

• Motivating employees  by  leading  the  change  will  be  primary,  this  can  be achieved by creating an environment where the focus on development, clarity and trust is essential.
• Training in context of the newly devised roles and embarking all those affected by the restructure to understand the need for change will be significant.
• The organizational change  will bring  with  it challenges especially during  the transition, closely monitoring the achievements and failures will assist with the adaption of the rearrangement.
• Engaging employees to the revised work culture will be critical to achieving the envisaged goals.
• Documenting the new processes, regulations and policies with corresponding liability of the team will stabilize the operations, further ensuring accessibility to

these by the respective teams will be central.

 

 

1. 47

 

The major challenge envisaged is the resistance of the modification, hence communication plays a key role in this space. The restructure was driven by a business problem which  was impacting the  varied  dimensions of  the  business performance, moving away from traditional business methods to progressive approaches in line with best practices is indispensable to remain competitive.

 

For  MS  the  major  indicator  for  triumph  will  include  improvement  of  KPI  and  Net Promoter Scores, efficiency in the process will result in better customer satisfaction which will be reflected through the survey results. eonsequently, quality standards with intervention of Six Sigma and Total Quality Management techniques will be imbibed in the work process. These will impel employee satisfaction will also be measured through surveys and focus groups where feedback will be sought.

 

Section 6: conclusion

 

 

Introducing horizontal linkages within MS – LO  accompanied with re designing of job roles to concentrate on  structured activities and empowering subordinate teams  to make  decisions  will  decentralize  the  process.  Although  the  functional  structure continues to subsist, with the reorganization of FLT and accountabilities for their respective MS – LO the middle management teams (SME1SDe) can now concentrate on activities concerning consistency of customer experience which subsequently will lead to further progression of the brand. Refining communication and coordination between FLT and middle management will help the brand ambassadors to exchange information confidently achieving a competitive edge in the market.

 

Integrating the above proposed design to the current structure of MS will endow the teams with the appropriate amalgamation of vertical information and horizontal linkages blending in cross functional collaboration generating effective coordination, communication and control (Daft, 2015).   Further, reducing layers of reporting and increasing dependence on eFT will create autonomy, encourage streamlined communication and produce higher levels of cooperation through the organization’s structure.  Bernard  (Reimann,  1974)  rightly  stated  the  structure  of  a  successful

organization may be relatively unique representing the multidimensional aspects and

 

 

 

 

1. 48

 

inverses of formalization, specialization and centralization embedded within a bureaucratic organization. Introduction of the eFT  will foster a spirit of cooperation treading customer satisfaction and the corporate goals.

 

Accordingly, to combat challenges organizational structure may need to be adjusted to ensure coordination, communication and integration of departments across the board, combining elements of organizational structure and design connect the architectural framework of an organization’s work culture and values (Daft, 2013). Needless to state

the organization design is a significant accelerator in complex business environments.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1. 49

 

 

 

 

 

 

Appendices

 

 

Appendices A.1: Structural Dimensions based on Daft’s model

 

The MS – LO  have a rather functional design structure with a vertical hierarchy,  the organization is primarily mechanistic in nature with persistent bureaucracy possessing a formal and centralized network structure. The organization is characterized by features such   as   narrow   spans   of   control,   high   formalization   and   high   specialization, organizational   focus   is   on   efficiency   with   standardized   processes   and   tasks; centralization in some aspects of the business is observed. Daft highlighted that vertical linkages are typical of a large organization, this especially holds true since MS is pre- dominantly mechanistic in nature  – this  characteristic also emphasizes control, the proposed  horizontal  linkages  aim  to   facilitate  coordination,  communication  and coordination within the teams eventually reducing control and providing better outcomes (Daft,  2015).  Employees  are   encouraged  to  participate  and  propose  ideas  and innovation driving successful projects across the organization.

 

In   framework  of  the  structural  dimensions  the  characteristics  of  the  chosen organization can be described as follows (Daft, 2015):

 

• Formalization [  Very  High]:   Even  though   MS  operates  in  an  unstable environment,  the  rules,  regulations, processes  and  policies  are standardized globally based on the business nature of the organization. Since high level of bureaucracy exists approvals undergo an approval process loop which at times range from senior management to middle management.
• Specialization [  Extensively  high]:  MS  structure  is  characterized  by  high specialization; the employees are assigned tasks based on their specialization. Employees  are  trained  consistently  and  based  on  capability  to  meet  job

requirements are promoted or laterally re-positioned.

 

 

 

 

 

 

 

1. 50

 

• Hierarchy Of Authority [ Highly bureaucratic]: A clear chain of command in managerial hierarchy is evident with clear reporting lines which appears to facilitate seamless functioning of organization and a primarily vertical linkage.
• complexity (Vertical  I  HorizontalI  Spatial):  Since  MS  is  part  of  a  larger organization which expands globally; complexity is tall although horizontal co relations is also present.  On  the basis of efficiency assignment of jobs  and activities  is  processed  in  a  structured  manner  in  MS.  These  are   closely supervised  by  the  line  in  charge  hence  a  narrow  span  of   control   over performance of subordinates exist.
• centralization  [  High  command]:  In   MS,  the  decision-making  process  is generally at the top management level, instructions across the organization have a  top bottom flow.  Rigid  departmentalization  prevails,  individual  departments (Meet & Assist1 Visa 1  Lounges1 Porter) are formed on the basis of the activities to  be carried out driven  by the  organizational system, processes, rules and regulations.

 

Appendices A.2: contingency Factors

 

Organization  design is also an outcome of eontingencies (Daft, 2015), in perspective of

 

MS these are defined as follows:

 

• Size I Life cycle (extensively large): Under the parent company – dnata, an approx. of  41,000  staff  are employed  across  84  countries  serving  over  129

Airports, varying between different business lines – travel, cargo, International

 

Joint Ventures, Airport Operations, Flight eatering etc.,

 

o Of this, the MS team strength is an approx. of 900 employees in the range of  80%  attributed  to  Operations   in  DXB1Dwe,  20%  for  Management, eommercial and Admin.

• Organizational – Technology  (Highly  advanced):  To  manage  a  business operation within an organization of vast magnitude the tangible benefits of technology aid in providing the results for MS and in incarnating the vision of the company.  The  various  systems  used  within  MS  department  for  operations

performance include front office systems, corporate booking systems, call center

 

 

 

1. 51

 

systems, Lounge monitoring systems, Real time allocation system (for resource tracking). ERP, HR, Finance, P&L, Appraisal systems etc. are used at a group level.

 

 

 

 

• Environment: MS operates in a dynamic environment, where predictions rules hence a thorough research on  the  external conditions is at the  core of  the business to drive strategic goals. Setting up new lounges or new stations are primarily intercepted due to influence of external factors, needless to state competitiveness exists in this very lucrative business line.

 

 

• Organization’s goals & Strategy: As indicated earlier, in line with the parent company’s strategy; MS has a long-term vision of establishing a global footprint and diversifying the product offering to capture maximum market share. Sustainability is also a key objective yet again in line with the parent company’s corporate responsibility of supporting Humanitarian, Education and eonservation of  wildlife  and  Nature  causes.  MS  thrives  on  generating  profits  yOy  and providing higher profit margins to stakeholders.

 

 

• culture (multi-culture workforce): Diversity is prime at the eompany and this drills into MS as a business line. Engaging people from different cultures celebrating differences are common aspects across the organization – Emirates dnata Group. The multi culture workforce at MS strengthen the business performance and in achieving long-term goals besides providing a unique customer experience  with  presence  of  a  varied  workforce.  Integrated  in  the values of the organization is “Respect” which is reflected through all actions of

MS.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1. 52

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Appendices A.3: MS Organizational Structure

 

 

 

 

 

Vice President – Commercial & Business Development

 

 

Senior Manager

Marhaba Services

 

 

 

Operations Manager – Meet & Assist

Operations Manager –

Lounges                                                                             Sales Manager

Key Account

Manager

Service Delivery

Controller

Inventory

Controller

Business Support Controller

Customer

Relations

Process & Procedures Controller

Sales

Controller

Visa Controller

 

 

 

 

Support Services Officer

Station Support Officer

 

 

Inventory

Officer

Grooming

Officer

Senior Sales

Executives

Marhaba Services Supervisor

Team Leaders

– Porter &

Visa Services

Sales

Executives

 

Visa Services

Team Leader

 

 

 

Senior Marhaba Services Agent

Senior Admin Agent

 

 

Station Support Agent

Marhaba Services Agenct

Visa Services Agent

Buggy

Operators

 

Porters

 

 

 

 

 

1. S3

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Appendices A.4: Overview of MS – LO

 

 

 

 

 

marhaba Lounges growth over past decade

 

 

 

 

 

 

 

2009

 

2012                       2013                       2013

2016

 

 

 

2001

 

 

 

 

 

 

CONCOURSE C      CONCOURSE B         TERMINAL 2        CONCOURSE A               DWC               CONCOURSE D

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1. S4

 

 

 

 

9,00,00,000

 

8,00,00,000

 

7,00,00,000

 

6,00,00,000

 

5,00,00,000

 

4,00,00,000

 

3,00,00,000

 

2,00,00,000

 

1,00,00,000

Lounge & Airport Traffic, YOY

 

 

 

4.00%

 

3.50%

 

3.00%

 

2.50%

 

2.00%

 

1.50%

 

1.00%

 

0.50%

–

2001                 2009                 2012                 2013                 2016                 2017

0.00%

 

 

Concourse C   Concourse B      Terminal 2    Concourse AI DwC

Concourse D

 

Pax numbers               Airport traffic

 

 

 

 

 

 

 

 

Appendices A.5: MS • LO, overview

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1. 55

 

 

Lounge Contribution

 

Concourse C

12%

 

Concourse D

28%

 

 

 

 

 

Concourse B

25%

 

 

DwC

5%

 

 

 

 

Concourse A

15%

Terminal 2

15%

 

Concourse C         Concourse B          Terminal 2         Concourse A         DwC         Concourse D

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Appendices A.6: MS – LO Org. chart

 

 

 

 

 

 

 

1. S6

 

 

 

 

Operations Manager – Lounges

 

 

Service Delivery

Controller

 

 

Support Services

Officer

 

 

Lounge Supervisor

 

 

 

Concourse A

Concourse B

Concourse C

Concourse D

Terminal 2

DWC

 

 

 

Senior Manrhaba	Senior Marhaba	Senior Marhaba	Senior Marhaba	Senior Marhaba Services	Senior Marhaba
Services Agent	Services Agent	Services Agent	Services Agent	Agent	Services Agent

 

Marhaba Services	Marhaba Services	Marhaba Services	Marhaba Services	Marhaba Services	Marhaba Services
Agents	Agents	Agents	Agents	Agents	Agents

 

Catering and	Catering &	Catering &	Catering &	Catering &	Catering &
Housekeeping	Housekeeping	Housekeeping	Housekeeping	Housekeeping	Housekeeping
Team	Team	Team	Team	Team	Team

 

Buggy Car	Buggy Car	Buggy Car	Buggy Car	Buggy Car	Buggy Car
Operators	Operator	Operator	Operator	Operators	Operators

 

 

Porters

Porters

Porters

Porters

Porters

Porteres

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1. S7

 

Appendices A.7: Proposed Organizational Re Structure chart

 

 

 

 

 

Operations

Manager Lounges

 

 

Service Delivery

Controller

 

 

Support Services

Officer

 

 

Subject Matter

Expert

 

 

 

Training Supervisor

Support Services

Officer

 

 

Subject Matter

Expert

 

 

 

 

Training Supervisor

 

 

 

 

 

Concourse A

Concourse B

Concourse C

Concourse D

Terminal 2

DWC

 

 

 

 

Cross                                                  Functional                                   Team

Cross Functional Team

Cross Functional Team

 

 

Marhaba Services	Marhaba Services	Marhaba Services	Marhaba Services	Marhaba Services	Marhaba Services
Agent	Agent	Agent	Agent	Agent	Agent

 

 

Catering & Housekeeping

Catering & Housekeeping

Catering & Housekeeping

Cross Functional                      Cross Functional                               Cross Functional Team                                         Team                                                   Team

Catering & Housekeeping

Catering & Housekeeping

Catering & Housekeeping

 

 

 

Buggy Car

Operator

Buggy Car

Operator

Buggy Car

Operator

Buggy Car

Operator

Buggy Car

Operator

Buggy Car

Operator

 

 

 

 

Porters

Porters

Porters

Porters

Porters

Porters

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1. S8

 

Appendices A.8: SWOT Analysis

 

 

Strengths                                                                                  Opportunities

 

 

 

-Ability to cross utilize resources among various locations

-Leverage of parent company powers rapid turnaround

-Reputed and strong brand image

-Pioneer, Entrepreneur in the Airport Hospitality industry

-Impactful team work at respective area of work

-Established working relationships with stakeholders

-24/7 operations & Multi lingual staff and staff strength

-Steadily growing worldwide operations and gaining competitive edge

-Loyal customer base

-Consistent quality services (KPI s) with focus on

sustainability

-ISO certifications

 

 

-Expansion plan of DXB and DwC provides opportunities for marhaba Lounges to subsequently expand

-EXPO2020 is anticipated to drive 20Million customers over a six-month period which positively influences airport services

-Collaborate with stakeholders for development of innovative experiences at Lounges

-Acquire Lounges or takeover competitor companies (locally and globally) thereby reinforcing position

-Thrive on Emirates Group strategic partnerships and working relationships

 

 

 

 

 

 

 

 

 

 

 

 

Deficiency in communication and coordination exist across the Lounges as focus is only on area of work.

Economies of scale is not maximized as capacity is not utilized to optimum level

Vertical hierarchy emphasizes rigid reporting line and hence

doesn t support lean processes

MSS isn t able to focus on application of leadership skills to enhance customer experience due involvement in daily decision making.

Centralization of decision making indicating a narrow span of control

 

 

 

– Competition threat and advanced advertising tactics

– Open door policy of Airports will promote new entrants into

Airport premise creating several options for Consumers

– Sustenance and management of operations costs

 

 

 

 

 

weaknesses                                                                                   Threats

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1. S9

 

A SwOT analysis is conducted for an internal evaluation of the MS – LO (Appendices A.8), its significance is to design and structure coordination and communication among the teams utilizing strengths to overcome weaknesses and threats while evaluating the opportunities available.

 

Decision making at operations is centralized at one level, which hinders the motivation of  FLT  MSA and  SMSA  alike  as  due  no  empowerment,  the  teams are  unable  to implement decisions using their expertise which is a cause of demotivation. Nevertheless, with a huge staff strength the ability to cross utilize resources exist hence deployment to match with situational cases is probable. Additionally, expertise in managing lounges provides worldwide prospects for growth and expansion. Decision making is highly centralized as the hierarchical structure demands escalation to solitary sources.    Poor  communication  and  coordination  between  the  MS  –  LO  prevents maximizing use of resources – lounge seats. Escalation of issues or incidents to higher hierarchy’s results in ineffectiveness, for instance in case of breakage of  water line within premise, FLT MSA1SMSA would report matter to MSS who would then depending on the severity either involve SDe1 SDO  or OMMS LM to source resolutions conveying this information back to the Lounge.

 

In  understanding  opportunities,  marhaba  is  consistently  evaluating  external  factors which influence business performance, being vary of competition and footing its hold in home ground is at the core of MS strategic objective. An aspect of this strategy could include  takeover  of  new  real  estate  within  DXB  and  Dwe  and  acquisitions  of competition lounges. Evaluating corporate partnership opportunities is factored as a commercial objective. To cater to the anticipated passenger movement during  EXPO

2020, working with stakeholders the MS – LO  are gearing up with technology  and exploring innovation to enhance customers airport experience. At the same time, MS is also fully aware of sustaining operating costs and ensuring return on investments for its

stakeholders.

 

 

 

 

 

 

 

 

 

 

1. 60

 

 

 

 

 

Appendices A.9: Email Evidences

 

Evidence 1:

From OMMS LM to eatering eompany; ee to SDe; SDO; SMSA

 

 

Dear XXXX,

Kindly refer to XX airlines customer feedback posted on Facebook ,XX airline is threatening to move to alternate Lounge , XX is a huge account for us most of the time the feedback is pertaining to shortage of food and busy lounge , hence during XX shift in charge  on duty are instructed to open the premium area for the paxs and to escort the paxs, please ask the team to display the normal food during non-premium customers.

 

Evidence 2:

From eommercial Team to OMMS LM1 Training Team

 

Dear XXXX,

ean you pls advise we are good to proceed with go live date for on boarding of XXXX, the partner is following up and further delay could impact revenues. Appreciate if we can aim to keep to the two-week turnaround time and aim to launch by as per agreed timelines.

 

Evidence 3:

From SDe as report to OMMS LM; ee to SMSA; MSA

 

 

Due to the unsettling temperature advised MSS to close ee from 2300hrs till 0400hrs. Advised SMSA to ensure that a temporary signage was put up to inform passengers of the inconvenience & that they can avail eB or eA.  During the closure, MSA was sent to eB & advised catering staff to distribute the pool accordingly and to ensure that highly perishable items are removed from the display & that new batches are served. eatering started at XXXX which is breakfast time.

 

Evidence 4:

From XXXX Partner to OMMS LM; MSS; SMSA

 

 

Dear XXXX, we request your support on a complaint we’ve recently received from one of  our members 000000000000000000  Mr.  XXXXXXXXX  who  visited  the  Marhaba Lounge, eoncourse  A at DXB on XX February 201X at 00:00, flight number Dubai Emirates EK XXX. The member claims he was declined entry with a valid membership card.

 

 

 

 

 

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we would appreciate if you could kindly speak to lounge staff on duty at the time of Mr. XXXXXXXXX visit to see if they’re perhaps able to recall why they were unable to successfully scan and process the members card? It would also be most helpful if you could  confirm  if  lounge  staff  were  possibly  experiencing  any  difficulties  with  the scanning device at the time.

 

 

 

Bibliography and Annotation

 

 

 

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