Report

Name:

Student ID:

Course: Principle of management

Table of Contents
1. Company background...............................................................................................................3

2. Functions, skills and role of Etisalat Group’s manager............................................................3

3. Leadership Style.......................................................................................................................4

3.1. Explanation of leadership style of Etisalat Group............................................................4

3.2. Explanation of the Leadership style of the chosen manager.............................................4

4. Organization culture Motivation..............................................................................................5

4.1. Type of culture in Etisalat Group......................................................................................5

4.2. Challenges faced by the manager......................................................................................5

4.3. Employee motivation........................................................................................................6

5. Group Development.................................................................................................................6

5.1. Stages used in group development....................................................................................6

5.2. Different types of groups in the organization...................................................................7

6. Conclusion................................................................................................................................7

7. References................................................................................................................................8
 1. Company background
The present report primarily gives an insight into Etisalat Group’s comprehensive history, which
is chosen to conduct this report. This report also adequately illustrates the managerial position of
the organization. Etisalat Group is a global pioneer in emerging market telecommunications.
With AED 52.2 billion in combined net sales and AED 8.7 billion in accumulated net income for
2019. The company's solid financial record and established long-term success reflect its high
financing ratings. Etisalat is the first telecommunications service provider in the UAE which was
established 4 decade ago. Internationally an association of blue-chips, Etisalat Group delivers
146 million customers in 16 regions including Asia, Middle East, and Africa with their creative
solutions and services. The Etisalat Group launched TARGET, which seeks to match all
operating companies' strategic path and thereby to take full benefit of the potential market
development (Etisalat, 2020).

Mr. Younis Al Nimr, in December 1991, joined Etisalat, holding a variety of positions in HR.
Subsequently, in March 2016, he was elected as Chief Human Resources Officer CHRO, the
Etisalat Group. He was chosen to take part in the interview session. His vast expertise in telecom
and digital services accompanied by a deep technological and business history played a key role
in Etisalat UAE's progress in mobile service implementations (Etisalat, 2020).

2. Functions, skills and role of Etisalat Group’s manager

 The managerial team of Etisalat Group consisting of eleven people who are giving their
best to enhance the business revenue of organization. The manager function is to mainly
engage in solving numerous procedural, structural and interpersonal problems within the
Etisalat Group and to enhance creativity development among the employees to achieve
the goal (Vlachos et al., 2013).
 The skills of Etisalat manager is conceptual which mainly include the quick recognition
and ability to tackle several problems, such as IT, equipment and repairs and financial
situations, constant supervision and adjustments, how to deal with the customers for
resolving customers problems. These skills are valuable because they allow people to
 find many solutions for different challenges through deliberate thought and abstract
reasoning.

The role of the Etisalat manager is to develop the training and personal skills as well as enhance
the knowledge of employees with the help of proper efficiency and work handling process
manager needs to solve all existing conflicts of workplace (de La Rocque, & Shelton-Zumpano,
2014).

3. Leadership Style
A manager is a person who controls a certain number of individuals to reach a goal. Management
is simultaneously the art of motivating a group of persons to accomplish a common goal.
Varying forms of leadership would influence the group in a particular way. Based on the
situation, the leader needs to select the most operational leadership style as leadership is essential
for a team victory (Clarke, 2013).

3.1. Explanation of leadership style of Etisalat Group

The leadership style of this selected organization mainly shares a set of beliefs, values, different
norms and expectations that also influence how members of Etisalat Group related with one
another along with cooperate in order to achieve goals and objectives.

The manager of Etisalat stated that the organization prefer using situational leadership style. The
organization has adopted a situational leadership style because no particular leadership style is
the perfect way to implement all leadership strategies in any particular situation. So this allows
the organization to track the staff according to the job success and the service management plan.

3.2. Explanation of the Leadership style of the chosen manager

In order to enhance the business development process, the organization has appointed a well
skilled and knowledge based manager for their organization. With this the manager has that
much of capability to resolve any conflict of organization and customer.

The manager uses the transformational leadership style. This leadership style helps the manager
effectively because this style has integrity and high emotional intelligence. The manager
motivates people with a shared vision of the future, and the manager communicates well with his
team. Through transformational leadership style, manager inspires his team members. Manager
stated that with this leadership style, he set clear goals, and gain good conflict-resolution skills.
This leads to high productivity and engagement. However, as no single leadership style is best
therefore the manager choose different leadership styles according to the particular situation.

4. Organization culture Motivation

Motivation strategy within an organization always changes the psychological factors of a person
which can help the person or employees to enhance the direction of their personal behavior and
work process. The culture is varying from healthy to weak. (Saeed et al., 2014)

4.1. Type of culture in Etisalat Group

A strong culture can inspire people for a common goal. It promotes community unity, and it
encourages standard guidelines for individuals. However, weak culture may be troublesome
since people have no sense of common purpose or beliefs. When everyone has an entirely
different personality and viewpoint, conversation, taking decisions and making them useful can
be difficult.

The Etisalat Group has a strong positive culture in all areas of its concern, particularly as regards
cultural differences. The management allows workers to share a clear objective, which is best
suited to teamwork. Building a strong culture help the Etisalat entice elite candidates and retain
top talent. Not only that, but strong culture improve levels of employee engagement, productivity
and performance. Strong corporate cultures give employees a cause and purpose to do the work
passionately. That intrinsic motivation is what inspires employees to engage deeply with their
work.

4.2. Challenges faced by the manager

Etisalat Group delivers or operates diverse cultures and background, with different working
practices, language, ethnic groups and other multinational people to achieve the satisfaction of
UAE residents and meet their needs by providing them with comprehensive and distinguished
telecommunication services. During the interview, the manager discussed the challenges he
faced is dealing with a variety of personalities and diverse culture of society and handle the
situation by providing them with satisfactory customer services. The main challenge for the
manager is to keep the workers of the organization engaged. For a manager, knowing that the
various individuals are motivated in various ways is a difficulty. The manager first put himself in
a state of appreciation for the needs of people in order to inspire his staff. People are diverse, and
their expectations are a challenge to understand. Inadequate structures and labor overload the
employees even with a demotivating component. The manager is thus faced with the
complexities of evolving market processes, proper distribution of workloads and shifting jobs so
that dissatisfaction is not created briefly

The manager stated that he tackle all these challenges with experiences, skills and vital qualities
of integrity, responsibility, sensitivity, resilience, vision, influence and positivity. The manager
encourages people to do what they could never dream and to motivate people to do something
that they would not do.

4.3. Employee motivation

Staff members do not need a pay rise as much as their manager's personal appreciation for a
job well done (Trakhtenberg et al., 2013).The manger tells staff that he values them for this
reason and encourages them or their improved results by inspiring them in the following
manner:

 Personally, the manager praises staff for doing a decent job either face to face, in
writing, or both.
 For their complaints and issues, the manager meets and listens to staff and receives
detailed input on the individual, group, and organization's performance.
 Aim to create an accessible, trusting, and enjoyable work environment. Fresh
innovations and projects are promoted by the manager.
 Manager gives insight about potential goods and plans, how revenue is earned and
gained by the organization, and how each employee integrates into the overall
strategy.

5. Group Development
Community development is one of the significant actions in the management of the company
because workers have trained and encouraged to do their job while training (Gulua, 2018).
 5.1. Stages used in group
development
Five essential stages have been utilized to
enhance the group development process and these
are:

 Forming
 Storming
 Norming
 Performing
 Adjourning

Image 1: Stages of group development

5.2. Different types of groups in the organization
There are mainly four groups that within the Etisalat Group in order to do their identified work in
an appropriate manner and there are:

 Formal group: is an organization of the group, and the boundaries of the subject under
discussion are determined.
 Informal group: formed to meet social needs and are not defined to meet their
objectives.
 Command group: determined by the structure of the company and comprised from the
people reporting to a certain supervisor.
 Task group: is the group formed to execute the organization's tasks.

6. Conclusion
In conclusion, the finding from the study of the report is that the management encountered
numerous market problems, such as telecommunications infrastructure based quarries, which the
customer support representatives did not address. Some services went bad and lost big clients to
hold up their company. In order to overcome the issues, managers should provide workers
adequate preparation and advancement, and employees should be hired for solving the dispute in
a variety of expertise. From the view or viewpoint of the manager, the management encountered
numerous market problems, such as telecommunications infrastructure based quarries, which the
customer support representatives did not address

7. References
Etisalat (2020). About us. Retrieve from https://www.etisalat.com/en/whoweare/about-us.jsp

Vlachos, P. A., Panagopoulos, N. G., & Rapp, A. A. (2013). Feeling good by doing good:
Employee CSR-induced attributions, job satisfaction, and the role of charismatic leadership.
Journal of business ethics, 118(3), 577-588, Retrieve from
https://link.springer.com/article/10.1007/s10551-012-1590-1

Clarke, S. (2013). Safety leadership: A meta‐analytic review of transformational and

transactional leadership styles as antecedents of safety behaviours. Journal of occupational and
organizational psychology, 86(1), 22-49, Retrieve from
https://bpspsychub.onlinelibrary.wiley.com/doi/full/10.1111/j.2044-8325.2012.02064.x

Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. S. K. (2014). Leadership styles:
relationship with conflict management styles. International Journal of Conflict Management.
Retrieve from https://www.emerald.com/insight/content/doi/10.1108/IJCMA-12-2012-
0091/full/html

Gulua, E. (2018). Organizational culture management challenges. European Journal of

Interdisciplinary Studies, 4(1), 67-79. Retrieve from
http://journals.euser.org/index.php/ejis/article/view/3068

Trakhtenberg, B. E., & Solomakhin, A. N. (2013). Expert analysis procedure to specify

strategically priorities of municipal entity social and economical development. American Journal
of Economics and Control Systems Management, 2(2), 037-040. Retrieve from
http://sbook.us/ajecsm/archives/AJECSM-2013-2.pdf#page=37

de La Rocque, E., & Shelton-Zumpano, P. (2014, August). The sustainable development

strategy of the municipal government of Rio de Janeiro. In Citizen Security in Brazil: Progress
and Challenges seminar, Woodrow Wilson Center for Scholars, Washington, DC (Vol. 28).
Retrieve from http://www.usinapensamento.com.br/wp-content/uploads/2017/06/Paper_La-
Rocque-and-Shelton-Zumpano_2014.pdf