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Al Mansoori Group Report

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Updated: Dec 21st, 2019

Company Background

This company was established in 1977 to offer oilfield services to organisations and individuals that specialise in drilling this commodity. Its main offices are located in Abu Dhabi even though it has other branches in different countries in the United Arab Emirates region. It is headed by His Excellency Mr. Sultan Al Mansoori who focuses on developing this company to be the best in the Middle East in offering oilfield products, services and staff to other organisations.

Al Mansoori Group has expanded and diversified its products and services to include engineering, marketing, staffing and supplying oilfield products to consumers and companies. It continues to register excellent performance and it was awarded two awards in 2011 in the Oil and Gas Middle East ceremony.

The outstanding performance was achieved through its robust organisational culture that highlights various issues about its employees, products, services, environment and the public. This discussion explores issues of organisational culture in Al Mansoori Group.

Analysis: Video and Corporate Pages

Quality, safety and excellence are the main aspects that define the organisational culture of Al Mansoori. This company highlights the need to ensure all practices and procedures used in the production of its products or services are of high standards. This means that its employees are recruited according to the required qualifications (academic and work experience) to promote professional performance in this company.

Those that do not have adequate experience or knowledge are sponsored and trained to ensure they acquire the relevant skills to boost the performance of this company. The quality of services offered by this company is outstanding because it uses modern technology and innovative means of production. Al Mansoori is amongst the Middle East’s most technology based companies and this puts it in a better position to compete in the local and international market.

It continues to invest in researching, networking and re-branding to ensure it offers products and services that are relevant in the market. Therefore, this means that its quality assurance department is always busy evaluating and comparing the quality of its products with that of others to ensure it is a step ahead of its competitors (Hofstede 31). This culture ensures this company offers quality products that cannot compare with its competitors.

Secondly, this company specialises in offering oilfield services and products that involve a lot of engineering and construction processes. This means that its employees, the public and environment are exposed to health hazards like injuries, pollution and injury. Therefore, its culture ensures it observes safety precautions that promote the welfare of its employees and the society. It has mechanisms for ensuring that all employees and company assets are protected from injuries and damages.

It is important to explain that healthy employees perform their duties with minimal interruption caused by injuries or damage of property (Schein 79). In addition, costs are minimised through safety precautions that avert dangers that may arise during work. The company observes environmental policies that ensure it uses natural resources sustainably and minimises air, land or water pollution.

Lastly, excellence refers to professional performance and behaviour of employees and the company. Al Mansoori ensures that its employees respect each other regardless of the positions they hold in this company. In addition, they cooperate and assist each other to ensure the objectives of all departments are achieved.

The company requires its employees to have integrity that ensures they do what is right to promote the image of the company and their dignity at work. Transparency and accountability are also part of this organisation’s cultural aspects to ensure employees perform their duties as they are directed by their bosses.

No excuses are accepted and this ensures employees do not take their responsibilities for granted. Passion and enthusiasm are key issues that motivate the employees of this company to establish teamwork, build values, develop positive work spirit, offer superior services and shape their careers. Health, safety and environment are quality standards that ensure this organisation excels in what it does.

The Application of Greet Hofstede’s Dimensions

Greet Hofstede proposed seven dimensions of identifying and classifying organisational cultures (Scott-Morgan 31). The descriptions presented by the video and corporate pages classify this organisation according to three dimensions presented by Hofstede. First, the managers of Al Mansoori stick to a strict work discipline culture (Hofstede’s Easy Going versus Strict Work Discipline) that ensures no employees compromise with the quality of their work (Hofstede 38).

Integrity, excellence and teamwork are key aspects promoted in this organisation to ensure employees adhere to strict work discipline. Secondly, it ensures its employees are part of its system to eliminate the belief that managers and junior workers have class differences. This is classified by Hofstede as Identification with Organisation and makes employees realise that they are indispensable stakeholders in this company (Hofstede 49).

The managers support this view by claiming that employees are the company’s greatest assets; therefore, they are treasured and given maximum attention to ensure they are comfortable. Lastly, the activities of Al Mansoori are driven by internal and external factors (Hofstede’s Internally versus Externally Driven) (Hofstede 53).

It recognises the need to offer quality oilfield services to clients and this forces manager to establish policies that will push workers to perform better. In addition, competition, global warming and political instability are key issues that determine the performance of Al Mansoori’s branches located in different countries in the Middle East.

Works Cited

Hofstede, Greet. Cultural Consequences. California: Sage, Publishers, 1980. Print.

Schein, Edgar. Organizational Culture and Leadership. New Jersey: Jossey-Bass, 1987. Print.

Scott-Morgan, Peter. The Unwritten Rules of the Game. New York: McGraw Hill, 1994. Print.

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