• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
Page
  1. 1
    1
  2. 2
    2
  3. 3
    3
  4. 4
    4
  5. 5
    5
  6. 6
    6
  7. 7
    7
  8. 8
    8
  9. 9
    9
  10. 10
    10
  11. 11
    11
  12. 12
    12
  13. 13
    13
  14. 14
    14
  15. 15
    15
  16. 16
    16
  17. 17
    17
  18. 18
    18
  19. 19
    19
  20. 20
    20
  21. 21
    21
  22. 22
    22
  23. 23
    23
  24. 24
    24
  25. 25
    25
  26. 26
    26
  27. 27
    27
  28. 28
    28
  29. 29
    29
  30. 30
    30
  31. 31
    31
  32. 32
    32
  33. 33
    33
  34. 34
    34
  35. 35
    35
  36. 36
    36
  37. 37
    37

What are the main features of the Organisational Culture of Management within The Technical Studies Institute ? Investigating staff attitudes to present management styles and management related issues.

Extracts from this document...

Introduction

What are the main features of the Organisational Culture of Management within The Technical Studies Institute ? Investigating staff attitudes to present management styles and management related issues. Name : Ayaz Iqbal. Registration Number : 5080. Module Name : Leadership and Strategic Management. Tutors Name : Mr. Jeremy Edward Salisbury. Date of Submission : 1-9-2002.. CONTENTS. Introduction ..............................................................3 Literature review.........................................................6 Investigation............................................................13 Analysis..................................................................16 Conclusion...............................................................27 Appendices..............................................................30 References...............................................................36 INTRODUCTION. Many lecturers at the Technical Studies Institute would often sit together in their free time complaining about management, a management who has organised one of the easiest working days of an educational establishment, but also one of the highest paid jobs too. It is also curious that a noticeable group of these lecturers have been there for at least ten years. There was a need to find out the nature of complaints by so many lecturers, whether they were venting or did they have genuine reason for their complaints. This study was to focus on the organisational culture of management at TSI, from the lecturers' perspective. Hopefully to create a fuller understanding of the prevalent culture, then presenting findings to management indicating change is required, and/or highlight to staff that they are complaining unjustly. The Technical Studies Institute itself is a military college in the United Arab Emirates, governed by rules laid down from the armed forces General Head Quarters. TSI has the following mission statement : 'The mission of the Technical Studies Institute is to train and produce academically and practically competent generations of national technicians in accordance with the most developed scientific techniques to operate and maintain the various equipment of the armed forces.' This has been translated in practice into an institution that prepares students in achieving both internally set and external city and guilds qualifications in the fields of electrical and mechanical engineering. Then successful students are passed on to a specialist training department to develop their practical skills on military equipment. ...read more.

Middle

Lecturers felt that the only real indication of their abilities would be highlighted in examination results, and then the senior officers would pay attention, and realise where the talent lay. Unfortunately many of the lecturers that had been there for a long time, and the officers they had influence over had arms that spread throughout the institution and often blinded the senior officers into thinking that good management skills were the reason that lecturers were performing so well and that the students were so successful. From statements 30 to 38, most lecturers felt that their only reward was financial in nature, on the surface the salary was substantial. The salary structure was peculiar, in that all western teachers would get the same salary regardless of qualifications, experience or family situations. TSI lecturers' were on the whole either young, at the beginning of their career, or single older men at the end of their career. Middle aged, married men were few and far between, probably due to the expensive educational costs for children, relatively small housing allowances and a lack of professional development. One of the biggest issues that foreign Arab lecturers' came across was the discrepancy in their salaries, they earned about 65% less in comparison to their western colleagues. Many of them were educated in western universities and carry out exactly the same duties as the western lecturers, many as competently, if not more so. Initially I thought that this sub-group was formed for this reason alone, but on questioning the foreign Arab staff, it became clear that even though they felt the situation was unfair and that their salaries should be higher, nearly all of them had a strong belief in God, and believed that the amount of money that they will earn in their lifetime is pre-destined, so there was little point in making such an issue out of what was a relatively trivial point. ...read more.

Conclusion

? ? ? ? 45 The chain of command structure is observed by both military and academic staff. ? ? ? ? ? ? 46 I get on well with my section supervisor and he supports my interests. ? ? ? ? ? ? 47 I get on well with my Major and he supports my interests. ? ? ? ? ? ? 48 The people I work with are friends as well as co-workers. ? ? ? ? ? ? 49 We are expected to conform. ? ? ? ? ? ? 50 People frequently manoeuvre and use 'behind the scenes' lobbying to gain access to power, influence, and/or resources. ? ? ? ? ? ? 51 Its ok to show how you really feel. ? ? ? ? ? ? 52 I can always find someone helpful to talk over a work related problem. ? ? ? ? ? ? 53 There is a feeling of pride in the workplace. ? ? ? ? ? ? 54 TSI is a happy welcoming place for students, staff and administrators. ? ? ? ? ? ? 55 There are positive outcomes to conflicts regarding cultural differences. ? ? ? ? ? ? 56 Anyone at TSI can ask a question to any member of the academic staff or military. ? ? ? ? ? ? 57 We should have more team building activities where military staff and academic staff can meet and have a better understanding of one another. ? ? ? ? ? ? CONTROLLING. 58 Outstanding results are only valued if achieved according to the highest ethics and integrity. ? ? ? ? ? ? 59 We are extremely uncomfortable taking even moderate risks. ? ? ? ? ? ? 60 The organisation seems to be growing and moving in a positive direction, striving for excellence ? ? ? ? ? ? 61 I can rely on my senior teacher to carry out a competent professional observation of my teaching abilities. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    McDonald's. What are the Management functions at McDonald's?

    5 star(s)

    McDonald's has such a large board of directors, because have specialist knowledge and experience is greatly needed In the managers organisational chart the authority also decreases as it goes down the chart, the higher your position in the chart the more authority you have.

  2. Marked by a teacher

    Tesco's organisational structure

    4 star(s)

    In fact, of all the retail companies we analysed, Tesco achieved the second-highest residual income per employee. It's not surprising that Tesco is now considered one of the world's premier operators of supermarkets and hypermarkets. Thanks to its decision to nurture its people as valuable assets, Tesco employs the right

  1. Organisational structure Rolls Royce is a technology and global leader. They employ 35,200 people ...

    They open and introduce their enterprise for visits and interviews so that it allows the outside to know more about the organisation and how it operates. Culture + organisational + structure + objective + communication channels In summary, the objective of Roll Royce is to maximise profit as much as possible but without damage to the environment.

  2. Report: Type of ownership of J-Sainsbury

    valued, respected, able to contribute to the business Also employing a workforce that recognizes the diversity of our customer and potential customers. J-Sainsbury's Human Resources department is dedicated in treating all their employees fairly; they were one of the top performing organizations on race and diversity in business in the

  1. INDIA vs. UK - CULTURAL DIFFERENCES

    The same training program in India should be re-structured to emphasis the increase in quality of life such a training program could bring to the individual. Also the organization setting up training program must take into consideration the possible need for retraining as well as multi skilling.

  2. The relationship between management theory and practice.

    moved away from approaches that relied purely on a consideration of structural or human relations issues in favor of more comprehensive perspectives. Early ideas about management were propounded at a time when organizations were thought of as machines requiring efficient systems to enable them to function effectively.

  1. The Nature and Purpose of Project Management.

    Time boxing is often associated with the incremental approach. Here the scope of deliverables for an increment is rigidly constrained by an agreed deadline. This deadline has to be met, even at the expense of dropping some of the planned functionality. Omitted features can be transferred to later increments.

  2. The classical perspective of management

    Also the cars were moved along from one employee to the next, this cut production time by half. The same principle was applied to total car assembly, increasing efficiency and reducing the amount of worker hours required to produce a certain type of car.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work