Management Styles
The Impact of Globalization on the Evolution of Management Styles in the Middle East
Management styles have often been debated. Management concepts have been constantly evolving over the centuries and have been introduced at different periods of time. The Middle-East, with its ancient culture and is significant location on the silk and the spice route, has always had merchants and traders who were able to identify the best management techniques for the time period within which they operated. Defining a competitive advantage for the region is critical. (Porter, 1990)
Management concepts are not just new theories that have been developed in the past two centuries.
Archeological and historical remains from the ancient world like the Coliseum, the Pyramids, Great Wall of China all testify to the fact that large groups of individuals had to be managed and directed by a few to achieve the results desired, ergo, management is not necessarily a modern notion. (Morgan, 1997)
Significance of this study
From an economical and the political standpoint, the Middle East is still developing and maturing. Management styles are based on the culture and the values of the region. Evaluating and being cognizant of the factors that impact the success of any management style is important. Over time, in organization or in a region should take into account the culture, values and the type of industry. This study will identify the strengths and the weaknesses of the different management styles of the past century and identify their appropriateness for the Middle East.
Literature Review
Different management styles from Taylor’s Scientific Management Principles, motivational management and worker participation have been utilized in organization in the past century. (Onepine.info, 2005) Chandler’s work first identified the importance of strategy management in an organization and the various ways organizations can use it to achieve their goals and ambitions. (Chandler, 1962) Taylor, in 1911, tried to improve the productivity of the organization by analyzing the process and dividing it into discreet tasks that could be taught to a worker, the latest concepts advocate HR development of the workforce where the concerns and needs of the workers are considered important. (Osterman, 1994)
Organizations are generally reactive rather than proactive when dealing with employees and their grievances. Management often introduces new and constantly changing management tools in order to encourage and motivate the worker to higher levels of performance. In most cases, these tools are confusing and can create a divide within the workforce the implementation of these new ideas comes with its own set of biases. Over the years, studies have indicated that people are impacted by the society in which they live. Like people, societies are dynamic. Societies evolve and adapt based on the situations confronted and experienced. Society and the individual impact each other as a dichotomy.
The effects of corporate culture and the attitude of the management towards the worker are also as important as the culture and the value of the worker. Abraham H. Maslow and Douglas M. McGregor both believed that in order for people to work to their full potential, they’re basic needs have to be satisfied. (Herzberg, 1964) Douglas McGregor also put forth the concept that people’s management-behavior is dependent upon their view of human beings and work. (McGregor, 1960) Organizational design concepts have been constantly evolving since the last fifty years. Change is good and should be used as a strategy for organizations to achieve their goals and objectives. (McNamara, 2003)
Research Methods
This thesis will be based on primary as well as secondary research. Initially an extensive secondary exploratory research will be conducted on the topic of management styles used globally, the culture and values of the Middle East and management styles that were used in the past and those that are currently used. This phase of the thesis is expected to take about a month and will be documented in the first stage (approximately 70-80 pages). After gaining the necessary knowledge a and a focus group using approximately 100 individuals in managerial cadre in the region will be conducted. This primary data collection will be based on the first phase of the research. It is estimated that this phase will take approximately 45 days and the data will then have to be analyzed for trends and significance. The investigator will need basic computer equipment and reasonable funding for traveling to interviews and mailing out the questionnaires. At present, personal resources will be allocated for this study.
Expected outcome for this thesis
To gain as comprehensive information of management styles used globally and their appropriate application to the organizations that operate in the Middle East is the primary objective of this study.
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Chandler, Alfred Dupont. Strategy and Structure: Chapters in the History of the Industrial Enterprise. Cambridge,: M.I.T. Press, 1962.
Herzberg, Fredrick I. “The Motivation-Hygiene Concept and Problems of Manpower.” Personnel Administration January- February.486-97 (1964).
Maslow, Abraham H. Motivation and Personality. New York: Harper and Row, 1954.
McGregor, Douglas. The Human Side of Enterprise, Mcgraw Hill, 1960. New York: McGraw Hill, 1960.
McNamara, Carter. Basic Context for Organizational Change. 2003. Mapnp.org. Available:
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Morgan, Gareth. Images of Organization. Sage Publications, Inc., Thousand Oaks, CA. 1997.
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Porter, Michael E. The Competitive Advantage of Nations. New York: Free Press, 1990.
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