Nowadays the environmental aspect plays a very big role in many organizations. The essence of the organizational management environment is to provide quality training and performance of management solutions to implement the adopted development strategy of the company. To do it, it is necessary to determine the list of resources required and executors, to distribute tasks, coordinate the work of executors over time, establish co-operation of participants, provide oversight and information exchange, etc. Performance of these tasks is carried out though creating a company’s organizational structure, establishing certain relationships between its elements and regulating the order and conditions of their operation.
The organizational environment in management provides a rational combination of all elements of the production process in time and space for the most effective implementation of the planned decisions. In this respect, the organization acts as a means of performing the planned tasks and defines the conditions under which they will be carried out. The latter provision is important, since it requires a flexible organization and its dynamic changes depending on the content and scope of the enterprise (O’Fallon & Rutherford, 2010; Wagner-Tsukamoto, 2003).
As Mr. Faruqe mentioned during the interview, the main task of the organizational management environment of QNH Company is to combine all the elements of the production process in time, i.e. determining the most efficient sequence and timing of all operations. The solution of this problem is affected by the content of the projects themselves, the participants and the available resources, organizational structure, and other factors. The organization of processes over time includes structuring of production processes, preparing the co-operation of the company with other firms, and coordinating their activities, bringing the specific tasks to executors, providing an even and relatively high loading of all participants in the projects for their timely and economical implementation.
Nowadays, organizational management has become an integral part of a modern company, standing in a line with such traditional features as marketing, production management, financial and economic management, etc. This is associated with dramatic growth of the change dynamics in the world, and to compete successfully, companies must constantly and in an adequate rate change internally. Changes become lifestyles for the companies, and the ones that have not learned to change quickly leave the market (Marcus & Van Dam, 2007). Integration into the world economy (globalization) further expands the field of competition, forcing Qatar companies to compete with leaders of the world market.
As a specialist in management, Mr. Faruqe states that currently e-business model that provides a formal and precise description of the company activity can become a key element of the operating and, most importantly, strategic effectiveness of his company. It is this model that in making decisions provides ordering, storage, processing, and active use of knowledge about all aspects of the organization (objectives, functional, structures, areas of responsibility, order, cooperation, etc.). On the basis of an electronic model the unity of strategic and tactical management is provided, as well as the synergy of resource management and work organization, optimization of structures and processes, creation of prerequisites of proper “production behavior” of the staff, its involvement in the improvement of the business. And, of course, the electronic model generates and updates the system of institutional regulations that define corporate game rules.
However, the company is now facing certain problems in implementing contemporary models of management. Mr. Faruqe notes that there are much more ideas, money and people willing to invest serious money in the business, than people who are actually able to organize this thing. And it’s not so much about the lack of outstanding unique individuals (willful organizers of the production), but about the ordinary managers capable of bringing together the limited and ineffective separate people into effective teams, the managers who have made this work their profession.
The overall strategy of action aimed at increasing the level of management may be as follows: borrowing and mastering classical management technologies it is necessary to focus on the development of the new ones – those that provide a breakthrough.