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. Introduction ……………………………………………………. ….Error! Bookmark not de
- 2. Critical Evaluation of the self-tests ……………………… …Error! Bookmark not define
- a. Understanding my stance as a Manager: ………… ….Error! Bookmark not define
- 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. Personal Action Plan ……………………………………….. ….Error! Bookmark not de
- 4. Appendices ………………………………………………….. ….Error! Bookmark not de
- 5. Bibliography and Annotation….………………………………………………….……..…Error! Bookmark not define
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- 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
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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. Critical Evaluation of the self-tests
- 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.
- 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. Appendices
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- 5. Bibliography and Annotation:
- 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
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Table of Contents
List of Abbreviations and Acronyms…………………………………………………….……33
Consent form………………………………………………………………………………………………….. 34
Section 1 – Executive Summary: ……………………………………………………………………. 35
Section 2 – Introduction: ……………………………………………………………………………….. 36
- A. Company Overview ……………………………………………………………………………… 36
- B. Long-term Goals …………………………………………………………………………………. 37
- Operating Environment (Airports, 2015)………………………………………………….. 37
Section 3: Business Case Analysis ………………………………………………………………… 38
- A. Evolution of MS – LO : …………………………………………………………………………. 38
- B. Business Problem: ………………………………………………………………………………. 39
- 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
- Organization Structure, Design and Culture: ………………………………………………… 42
- Coordination ……………………………………………………………………………………………. 43
- Communication ……………………………………………………………………………………….. 43
Section 5 – Analysis I Restructure………………………………………………………………….. 44
- Requirement of a Restructure 1 Redesign:……………………………………………………. 44
- Proposition………………………………………………………………………………………………. 45
- Benefits of the re-modelled Organizational Structure …………………………………….. 46
- 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 |
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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.
- 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.
- 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
- 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.
- 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.
- 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:
- 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,
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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.
- 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.
- 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.
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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
- 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. FLT are demotivated due no empowerment to make decisions relating to daily operational matte
- 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. 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. Job function of MSS is not as effective instead disoriented in managing everyday operations resulting in performance flaw
- 5. Onboarding of partners takes a while, since training functionality is sourced from
Training department.
- 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.
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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.
- 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. 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. 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. 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.
- 4S
- 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. 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. with re definition of roles and introduction of eFT, effective coordination and communication will ensure employees working together to bring about strategic solutions.
- Benefits of the re·modelled Organizational Structure
- 1. Decision making process will be faster symbolizing contribution and onus on part of individuals and team
- 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. Introduction of eFT will enhance integration, improve coordination and problem solving, span organizational boundaries for a thorough decision making thereby increasing productivity.
- 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. 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. Re definition of the MSS role to SME will encourage discipline that can accelerate cross functional liaison and collaboration between the team
- 7. Involvement of SDe directly with the Lounge teams will mean better control and
utmost coordination and hands on acquaintance.
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- 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. Boost staff morale due involvement and distinctly clear processes and functions, which will also support improved cross departmental communication.
- 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.
- 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.
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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
- 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.
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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.
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- 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
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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.
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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
- 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
- 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
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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
- 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
- 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
Marhaba Services |
Marhaba Services |
Marhaba Services |
Marhaba Services |
Marhaba Services |
Marhaba Services |
Agent |
Agent |
Agent |
Agent |
Agent |
Agent |
Catering & Housekeeping
Catering & Housekeeping
Catering & Housekeeping
|
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
- 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
- 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.
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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.
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