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CONSULTANCY REPORT

Leadership Assessment 3
Sarah Jawad – 201400800
Maryam Alkhunaizi 201400869
Abdalla Salmeen 20140198
PART ONE
Al-Hussaini business
overview
(FamilyFirmInstitute, 2016)

Family business concept


(Basly, 2017)

Examples of family
businesses in Middle East
FAMILY BUSINESSES ISSUES

Weak Succession plans (Haddad, Abou-Mansour, &


Kailath, 2016)

The management consultants at McKinsey (Scott, 2015)

Poor corporate governance (Anderson, 2013)

The first and second generation and the boundaries


reflect the family-memebers’ interests (Anderson, 2013).
CONFLICTS

Poor performance
(Echhade, 2014)

Unachieved business
goals (GulfBusiness, 2017)
PART TWO
AHMED’S POWER ANALYSIS

• High legitimate power.


Organizational • High reward power.
power French and
Raven (1959) • Low coercive power.
• High information power.

• Moderate referent power.


Personal Power
• High expert power.
HOW TO BUILD A POWER BASE?

Building power through


knowledge, reputation and
professional credibility

Building power though a


political network
POLITICAL DIAGNOSIS OF ALHUSSAINI GROUP
(SPRAGGON, SHAHID, & BODOLICA, 2014)

First political struggle is with Ahmed’s cousin, Majid.

Second political struggle is missed growth


opportunities due to poor planning and management.
HOW TO OVERCOME THE POLITICAL
STRUGGLES?

Political • Hiring an outside consultant


tactics • Building alliances
HOW TO OVERCOME THE POLITICAL
STRUGGLES?

• Ingratiation
• Rationality
• Sanctions
Influential
• Benefits Exchange
tactics
• Upward Appeal
• Consultation
• Assertiveness
PART THREE
(SPRAGGON, SHAHID, & BODOLICA, 2014)

Main problem Statement:


• The death of Hamdan and hiring Ahmed as a general manager of the organization which is something he never
wanted.
Decision making:
• Putting family unity over the organization interest.

Emotional Involvement:
• Jealous factor, unprofessional attitude, and taking decisions personally.

Undefined roles:
• Not having clarity about the jobs.

Management style:
• Each person has a different view of how work should be done.
RECOMMENDATION: USING JOHN P KOTTER
MODEL IN ORDER TO MAKE CHANGE IN THE
ORGANIZATION: (AGUIRRE & ALPERN, 2014)
Create urgency: creating the desire to want change within family members

Form a team for change: it includes choosing the appropriate skills from the staff as well as hiring
external expertise

Creating a vision: the vision depends on the ideas and concepts Ahmed want to promote.

Communicating the vision: embedding the vision in sayings and attitude.

Removing obstacles: acknowledging if anyone is resisting change

Creating short-term wins: including new projects

Building on change: long term goals

Anchoring the Change within the Corporate Culture: Sticking to the change.
SKILLS AND CHARACTERISTICS NEEDED:
FIRSTLY: SKILLS
Management skills: decision making, goal setting,
and strategic thinking.

Mental organizational skills: analysis, public-


speaking and presentation, and working with data.

Physical organizational skills: Resource-


management and coordinating.

Interpersonal Skills: Communication, Listening, and


problem solving.
SECONDLY: CHARACTERISTICS (CLAY, 2010)

Confidence

Emotional stability

Openness
CREATING A HIGH PERFORMANCE
CULTURE: (VILLASENOR, 2012)
 Organizational culture is
the set of norms within a
group of people which
includes attitude, ideas,
Visible Invisible
values, and assumptions. Expressed-values: family-
Regarding the components Artefacts: The offices are
unity and loyalty to the
separated from each-other.
of Zayed Al Hussaini company.
culture
However, a lack of common
The dress code is formal values within the organization
exists due to personal goals

The place is in Emirates and Shared-Basic Assumptions:


big since they mentioned that Unorganized-culture structure
there are a lot of departments. and unpleasant environment.
SINCE THE COMPANY HAS A LOW PERFORMANCE CULTURE AS
IDENTIFIED IN THE LEVELS, AHMED CAN USE THE FOLLOWING
MODEL (WOHLSTETTER & MOHRMAN, 1996):
 Measure the effort and value of the rewards to each person:
 Perceiving the effort reward probability:
 Ahmed can sit with the staff-members and discuss what they want. After that,
employees will put in effort as the reward is valued significantly.
 Performance and Rewards:
 Ahmed should give the staff an accurate job description that includes what each
individual should be doing. Also, Intrinsic and extrinsic rewards are important.
 Satisfaction:
 After an individual accomplishes a task, he needs to be satisfied by the reward
given.
THANK YOU
Any questions?
REFERENCES
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