Essay on HR manager of Qatar National Hotels Company

The paper presents a report of the interview with Mr. Faruqe Ahmad, an HR manager of Qatar National Hotels Company. The authors aim to cover the concepts of organizational culture, structure, strategy and decision making adopted in the company, as well as its approaches to motivation, organizational environment, management and leadership style, compare them with existing approaches described in literature and finally, to generate certain recommendations for increasing the efficiency of management in Qatar National Hotels Company.

Table of Contents
Chapter 1. Introduction 4
Part 1. Assignment Overview 4
Part 2. Main Topic 4
Part 3. The Aim Of the Assignment 4
Part 4. About Faruqe Ahmad 4
Chapter 2: the Management Interview Topics 6
Part 5. Organizational Culture 6
Part 6. Organization Structure 8
Part 7. Organizational Strategy……………………………… ………………………………………………………………10
Part 8. Decision Making………………………………………… ………………………………………………………………12
Part 9. Leadership……………………………………………………… ………………………………………………………….13
Part 10. Motivation……………………………………………………… ……………………………………….14
Part 11. Organizational Environment…………………………….. ………………………………………………………15
Part 12. Organizational Management……………………………… …………………………………………………17
Conclusion and recommendations ……19
Reference list ……..21

Chapter 1:
Introduction:
This current paper represents itself a report based on the information obtained from an interview “A Day with the Manager” (Faruqe Ahmad) and aimed at achieving a firsthand knowledge and understanding better the common management principles, in a group of three, using IBC structure.

The main topic of the report is management of an organization in a hospitality industry. The aim of the assignment is to write a report on “A Day with the Manager” interview, which covers all the management topics that have been previously discussed to analyze the company, and to find out more about the difference between the literature of Marcus and Van Dam (2007) in a comparison way for coherent judgment purposes. The report covers such issues as organizational culture, organization structure, strategy, decision making process, motivation and leadership approaches, organization environment and management in Qatar National Hotels Company, as well as analyzed company contemporary conditions, organizational problems and solution difficulties in order to produce sound recommendation.

About Faruqe Ahmad:
Mr. Faruqe Ahmad is the human resource manager of Qatar National Hotel Company. After he graduated in 1997, he joined the intercontinental hotel in a very entry level job (FNB), where nobody wanted to be. In addition, though being trained in each department of the hotel, he enjoyed working in the front office more than any other department. As a consequence that the hotel was in a very old style on that time and because of his high education level, he could not find himself very much. So, the general manager of the hotel offered Mr. Faruqe Ahmad another job in the human resource department, where he worked for a year, and then was transferred again to the original office for two years. After that, Mr. Faruqe Ahmad joined Envelop Hotel as a tour coordinator for nearly two years. Later on, he traveled to the UAE for eight years prospectively. Furthermore, he decided to have a worldwide experience: as a result, he worked in the Whale Caribbean for two years, then in Europe and USA. Mr. Faruqe Ahmad got married in the following year right after the wide experience that he gained from his travels, and spent his time to be with his family until he had another offer from a new hotel opening at that time. So, he worked with them, until the time he became the manager of the human resource department in Qatar National Hotel Company (Qatar National Hotels Company, 2012). He entered this position, after Mr. Hamad AlMulla became a senior manager of the company.
Moreover, Mr. Faruqe Ahmad is identified as a very qualified person since he has traveled to many areas of the world, as well as trained in many departments seeking his favorite work position and obtaining huge knowledge about the hospitality industry. Regarding his skills and qualifications, it should be mentioned that he also has many certificates such as Master’s Degree in and Diplomatic HR Executive Manager Level certificate, which support his performance as a manager of the human resource department and reflect his full understanding and awareness of the management skills as well as leadership style, understanding about the concept of culture, decision making, approaches to motivation, corporate strategy, organizational environment and management.

Chapter 2. Management Interview Topics:
Organizational Culture:
In Harvard Business School, Mr. John Rother & James Keskett made a research about companies with a strong organizational culture; in the result of their study, they became to the conclusion that when a company has a strong culture, the earnings of the company make around 570%, it has a higher return in the investment, making about 420% of the total growth although the stock price gets increased by 360% (Marcus & Van Dam, 2007). In QNH’s human resource department, Mr. Faruqe is applying the same concept that says the more strongly cultured we are, the better we can tend to be. In contrast, most of the jobs in Qatar are saved and hold for Qatari’s generation, especially after the Qatarisation rule has been applied in several areas, even though Mr. Faruqe prefers having a wide culture in the company where different skills can appear.
Regarding Marcus and Van Dam (2007), the word culture is modified from the rules of human behaviors and acts that are summarized into four types such as role culture, power culture, person culture, and task culture. Furthermore, in our opinion, the person culture type is very closed to what we understood from the interview, where Mr. Faruqe finds himself always a part of his team trying to provide the best conditions to his employees and to avoid discrimination that might happen, and where people of different cultures can shows their best in work.
Still, the company combines two types of culture – hierarchical and market one.
The hierarchical organizational culture determines the presence of a very formalized and structured working place: people’s actions are guided by procedures. The leaders are proud of the fact that they are rationally minded coordinators and organizers. The support of the main activities of the organization is highly appreciated. The organization is united by the formal rules and official policy. Personnel management involves the concerns of job security and long-term predictability (O’Fallon & Rutherford, 2010).
At the same time, the market culture is present in the company, as this type of organizational culture has always dominated in results-oriented organizations. Its main concern is the fulfillment of the task. People are ambitious and competing with each other. Managers are solid leaders and tough competitors. They are determined and demanding. The organization is united by the focus on the desire to win. The reputation and success are the subjects of a common satisfaction. The organization’s style is hard policy pursued by competitiveness (O’Fallon & Rutherford, 2010).
During the interview, the following impact of the organizational culture on the organization’s activities was found:
• Employees’ identification of their own goals with organizational goals and the organization as a whole through the adoption of its standards and values;
• Implementation of the standards suggesting the desire to achieve the goals;
• Determining the organization’s development strategy;
• The unity of the strategy implementation process and the organizational culture evolution influenced by the requirements of the environment.
In our opinion, the further management of organizational culture suggests taking into account the gradual, evolutionary nature of its development and can be carried out through the following measures (O’Fallon & Rutherford, 2010; Wagner-Tsukamoto, 2003):
• Implementation of the so-called symbolic leadership, i.e., the creation of symbolic figures and images of leaders who embody the best values and norms of the organization.
• Focus on the formation of the most significant organizational values and norms.
• Creation and expansion in the organization of local “islands” subjected to certain values.
• Change in the behavior of employees through the experience of the real successes of the organization.
• Creating an organizational culture signs that express the values and norms.
• The combination of direct and indirect methods of forming the organizational culture.

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