Company of Case Study: Dubai Real Estate Corporation, Wasl Properties
Using the DREC and Wasl properties case, the company must resolve problems arising from noncompliance with all company policies being implemented (Robbins and Judge, 2007). The research of WASL and DREC is grounded on identifying possible internal conflicts and instituting policies to prevent escalation of misunderstanding and conflicts between employees and between departments of the organization.
Specifically, the research focuses on the organizational structure of the company called DREC. The research focuses on the functions and responsibilities of the company’s officers and employee. The officers must motivate its employees by directing them to the best solution to all challenges. Organization basic structure and functions.
The officers and employees must comply with their reporting duties and responsibilities using the organizational chart. The organizational chart shows that WASL Organization is monitored by the board of directors. The chief executive officer, Mr. Hesham Al Qassim, reports directly to the board of directors.
The chief operating officer, Mr. Adbulla Obaidalla, reports to the chief executive officer. Dubai Golf’s Christopher May reports to the Chief Executive Officer. The general manager for land assets management, Mr. Omer Al Maydoor, reports to the Chief Executive Officer.
The general manager for facilities management, Mr. Mohammed Khoory, reports to the Chief Executive Officer. The general manager for property management, Mr. Zainab Mohammed, reports to the Chief Executive Officer.
The general manager for projects management, Mr. Nabil Al Khaja, reports to the Chief Executive Officer. The general manager for business development, Mr. Adjitya Srivastava, reports to the Chief Executive Officer.
The general manager for hospitality, Mr. Abdulbasit Al Hai, reports to the Chief Executive Officer. The chief financial officer, Mr. Abdulkhaliq Ahmed, reports to the Chief Executive Officer. Further, there are employees reporting directly to the Chief Operating Officer, Mr. Abdulla Obaidalla.
The general manager of procurement and administration, Mr. Ahmed Al Sheryani, reports to the Chief Operating Officer. The Interim general manager for Marcom, Mr. Ahmed Al Sheryani, reports to the Chief Operating Officer. The general manager for human resources, Mr. Jassem Al Jasmi, reports to the Chief Operating Officer. The head of legal and board affairs, Mr. Roula Zahar, reports to the Chief Operating Officer.
The head of business excellence, Mr. Satish Paryarath, reports to the Chief Operating Officer. Culture. Derek Torrington (2008) reiterated the two companies’ culture are grounded on the complying with all relevant company policies. Failure to comply with the company’s policy may result to termination or suspension. In terms of applying for a job, the job applicants are required to have good behavior or conduct.
The job applicant must be at least 18 years old. The job applicant must posses the minimum requirements stated for a vacant job position. The requirements include the applicant’s educational requirements. The applicant must also have the minimum amount of experience for each job applied for.
The applicant should have the competencies need for a job. For example, the accounting staff applicant should have a minimum amount of accounting work experience or the corresponding academic units in accounting. In addition, the applicant should have the necessary skills to perform one’s job responsibilities. For example, a welder must have education or practical welding experience gained from prior jobs.
The applicant should pass all assessment requirements to be admitted to the company. In addition, the applicant must be mentally fit for the vacant position. The company prioritizes the hiring of local United Arab Emirates applicants over the foreign job applicants. The company also hires local residents with special needs with a few job responsibilities.
Further, John Ivancevich (2006) theorized the two companies interview applicants in order to determine the applicant’s capacity to implement job responsibilities on time and with quality.
The interviews will determine if the job applicant can easily achieve sales performance targets as well as monthly production and sales benchmarks. The company will send thank you letter to applicants who did not pass the application process. The selected applicant will be given an employment contract.
In addition, Robert Mathis (2010) emphasized the general manager of each department recommends the increase of each subordinate’s salaries or wages. The general managers can recommend the promotion of one or more subordinates under the general manager’s department or section. The general manager can report to the human resource department its human resources needs. The general manager has a hand in the scrutinizing if the subordinate has to be retrenched.
The general manager has the authority to reprimand or suspend subordinates found violating the departments’ policies, procedures, and other internal rules. The manager has the authority to send the greenhorn employees and other subordinates for further job training.
The Chief Executive Officer and the Chief Operating Officer can focus on compensation decisions. Both the Chief Executive Officer and the Chief Operating Officer can approve spot awards for deserving employees.
The same Chief Executive Officer and the Chief Operating Officer can approve awards and rewards to employees who excel in their job responsibilities. Similarly, both officers can waive payments.
However, the waiver must be based on the recommendations of the department managers and other superiors of the employees. The human resource officers can recommend to both Chief Executive Officer and the Chief Operating Officer the waiving of the employees’ salaries, increase, and promotions.
The department heads can request for the reprimand, suspensions, or termination of erring subordinates. The same department heads can recommend the retraining of subordinates to improve their current production performance. The officers of the company may request for the retrenchment of employees who refuse to accept a change in work assignments.
The officers can request for the salary increase, promotion, or rewards for subordinates surpassing production and sales benchmarks.
In addition, Ronald Sims (2007) stated the company officers and employees should adhere to the company’s policy of conducting themselves and the business with the highest standards of legal, moral integrity, and ethical standards. Discrimination should be avoided. The officers and employees should endeavor to comply with the company’s vision and mission.
The company officers must ensure that all new employees are briefed with the latest company policies. The employees are trained before they are assigned to each company equipment or job function to reduce damage. Damage usually occurs when the newly hired employed is at a lost when performing one’s job function.
The supervisor or head must monitor and guide the new employee to ensure faster learning of the proper job performance. Environment. Jon Werner (2008) theorized the employees must work the safe and comfortable environment. Further, the employees’ work condition should be conducive to inspiring the employees to excel in their job responsibilities.
The workplace must be well-ventilated. There is enough space for the worker to perform one’s function in a very comfortable manner. The company can also hire applicants by asking fellow workers to refer a friend or relative for the jobs vacancy. The hiring of relatives is discouraged, except when the chief executive officer allows such practices. The employees should be given the best opportunity to grow with the company.
Seminars and additional trainings will help the employees enhance the quality of the production outputs. Work flow processes. The work process must comply with the line and staff organizational chart.
The subordinate of the facilities management department should not perform the job of a subordinate of the lands asset department. The subordinate of the hospitality department should not perform the job of a subordinate of the property management department.
The subordinate of the projects management department should not perform the job of a subordinate of the business development department. Further, the general manager of the property management department should not report to the chief operating officer. The general manager of the property management department should not report to the chief operating officer.
The general manager of the lands asset management department should not report to the chief operating officer. Similarly, the general manager of the facilities department should not report to the chief operating officer. OB link to the processes. The OB link to the processes should be implemented. Elwood Holton (2003) proposed the manager cannot hire a new employee without the approval of the human resource officer.
The human resource manager should not increase the salary of an employee without the recommendation of the employee’s manager.
The manager of the property management department cannot force an employee of the land assets department to perform the job of the property management department’s absent subordinate. Based on the above discussion, the two companies, WASL and DRECT, must resolve problems arising from noncompliance with all company policies being implemented.
The research of WASL and DREC is grounded on identifying possible internal conflicts and instituting policies to prevent escalation of misunderstanding and conflicts between employees and between departments of the organization. Specifically, the research focuses on the organizational structure of the company called DREC.
The research focuses on the functions and responsibilities of the company’s officers and employee. All employees and officers must comply with company policies in order to achieve organizational goals and objectives. Indeed, the officers must motivate its employees by directing them to the best solution to all challenges.
References
Holton, E. (2003) Approaches to Training and Development. New York, Basic Press.
Ivancevich, J. (2006) Human Resource Management. New York, McGraw Hill Press.
Mathis, Robert. (2010) Human Resource Management. New York, Cengage Press.
Robbins, S & Judge, T (2007). Organizational Behaviour. Upper Saddle River, Prentice Hall.
Sims, R. (2007) Human Resource Management. New York: IA Press.
Torrington, D. (2008) Human Resource Management. New York: Financial Times Press.
Werner, J. (2008) Human Resource Development. New York: Cengage Press.