Management Case Evaluation and Analysis: Al Jumeira Camp

In today’s dynamic environment, characterized by unpredictable change and increasing competition, organizations must adequately identify with change to sustain their competitiveness in the global arena. In order to retain their strategic relevance in its operations, organizations are constantly committing resources in changing their missions, processes, systems and practices. For that reason, the reality is that how organizations manage change has become a significant factor in their success or failure and their competitive advantage or disadvantage (Warrick, 2009). However, despite the unprecedented change reshaping the organizational activities in the present and in the future, few of the entities embracing change succeed. This arises when only a few in the internal workforce are aware and understand effective change management. The change agents must continuously identify the most viable solutions to the organizational challenges to avoid failed changes often leading to demoralization of employees and reduced competitiveness.

For too long, the Al Jumera camp has prioritized a safety conscious culture under the implementation of change in merit policies to emphasize safety compliance. This has seen increased effort to revert the camp’s deteriorating safety record which no training or admonishment has altered the course lately. Firstly, the level of noncompliance by nationals with the company safety standards and continual deliberate violations of simplest safety rules is disappointing to the management efforts in strategies meant to enforce a safety conscious culture. Secondly, the company faces an enormous challenge in its workforce management in the presence of the strong influence of Muslim principles guiding the conduct of both business and family affairs.

Additionally, the Sheikoracy adopted in the Arab society considers a norm for the management, where centralized decision making of the leader is tempered by the community needs and Islamic law. Consequently, foreign firms must adequately display sensitivity to local norms, Islamic principles and work ethic in managing the human resources effectively. This presents the broader scope of the accident problem where the workers are deliberately violating rules owing to the one-sided management approach through orders to be implemented by them. Lastly, the crew was subjected to harsh conditions in the workplace including denying access to the family members, long working hours and absence of time off despite the severe and unpredictable desert weather.

The organization management should embrace a proactive approach to conduct transformational change to the human resource department for the operations to thrive under improved adaptability and productivity. In view of that, organization development entails systematic application behavioral strategies and procedures to withstand the changing environmental elements. Here, a self-analysis technique is ideal for the management to develop insights to understand the explicit demand for the employee empowerment in their workplace.

Similarly, the management should embrace organizational development five-stage model to initiate long term improvement of the organization by integrating technology and human resources. Firstly, the management should continuously anticipate the need for embracing change using transformational strategy to develop new delivery systems. Secondly, developing a good practitioner-client rapport sustained through open communication, trust and an atmosphere of shared responsibility will cool the tensions and resistance from the workforce. Here, the one-sided approach of management denies trust in the workplace environment, a condition heightening the rift with the workforce.

Additionally, a diagnostic process will require representatives from the management and the workforce initiate a data gathering to obtain and understand facts necessary to solve the key problems affecting the organizational safety system. At this point, the organization needs to identify change champions with ability to initiate, facilitate and implement change owing to their informed status on the issues affecting the employees. The fourth stage involves designing and implementing strategic actions as interventions to solve the employee alienation from organizational policies and management. Lastly, the management should inculcate a conscious organizational culture emphasizing that continual change is a way of life under a self-renewal capacity to monitor results and stabilize desired change (Brown, 2012).

In conclusion, the case above presents the need to embrace organizational change through a diagnostic process before conducting policy interventions. In addition, it provides a realistic approach of overcoming resistance to change amongst the workforce through interpersonal interventions moving from the most basic elements of the organizational management problem to overcome the complex safety challenge.

References

  • Brown, D. R. (2012). Experiential Approach to Organization Development (8 ed.). Prentice Hall PTR.
  • Warrick, D. (2009). Developing Organization Change Options: A High Payoff Investment. OD Practitioner, 41(1), 14-20.
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