Organization's Culture:
The organization initially was confronting fade away as the market changes, the old organization with its culture can also fade away.
When attempting to change an organization’s culture, in other words, the fundamental unit of
analysis, or the starting point, is the task, not the process or culture—because processes, priorities and culture are a response to recurring tasks.
Managing culture is a complex and vital part of the work of general manager. It can be one of the
most powerful tools that a manager can employ in their efforts to get the diverse and dispersed set of people that comprise most organizations to work together in a coherent, consistent and purposeful way. Culture can also be one of the most vexing barriers to managing change in an organization. An increasing number of people in the worlds of management and academia have found Edgar Schein’s model of culture—what it is and where it comes from—to be a managerially useful, intellectually consistent way to frame their work.
Organization Ethics :
Organizational Ethics is the of an , and it is how an organization ethically responds to an internal or external stimulus. Organizational ethics is interdependent with the . Although, it is akin to both (OB) and on the micro and macro levels, organizational ethics is neither OB, nor is it solely business ethics (which includes corporate governance and ). Organizational ethics express the of an organization to its employees and/or other entities irrespective of governmental and/or regulatory .
Basic elements of an ethical organization
There are at least four elements which exist in organizations that make ethical behavior conducive within an organization. The four elements necessary to quantify an organization's ethics are: 1) written code of ethics and standards; 2) ethics to executives, managers, and employees; 3) availability for advice on ethical situations (i.e, advice lines or offices); and 4) systems for confidential reporting.
Good leaders strive to create a better and more ethical organization. Restoring an ethical climate in organization is critical, as it is a key component in solving the many other organizational development and ethical behavior issues facing the organization.
Leadership and theory for ethics in an organization
There are many theories and that are coarsely related to “organizational ethics”, but "organizations" and "ethics" are wide and varied in application and scope. These theories and studies can range from (s), (s), , , , , (s) interaction(s), as well as, the framework behind each area to include the distribution of tasks within various types of organizations. As among these areas, it is the influence of leadership in any organization that cannot go unexamined, because they must have a clear understanding of the direction of the organization’s vision, goals (to include immediate and long term strategic plans), and values. It is the leadership that sets the tone for organizational impression management (strategic actions taken by an organization to create a positive image to both internal and external publics). In turn, leadership directly influences the organizational symbolism (which reflects the culture, the language of the members, any meaningful objects, representations, and/or how someone may act or think within an organization). The values and ideals within an organization are generally center upon “values for business” as the theoretical approach that most leaders select to present to their "co-members" (which in truth maybe subordinates). In fact, an examination of business methodology reveals that most leaders approach the ethical theory from the perspective of values for business. Importantly, as transverse alongside of presenting the vision, values, and goals of the organization, the leadership should infuse a spirit of to its members. In particular, leadership using this management style of empowerment for their subordinates is based upon view of: “Achieving organizational ownership of company values is a continuous process of communication, discussion, and debate throughout all areas of the organization”as.
Stakeholder and other theories
Whether it is a team, small group, or a large international entity, the ability for any organization to reason, act rationally, and respond ethically is paramount. Leadership must have the ability to recognize the needs of its members (or called “stakeholders” in some theories or models), especially, the very basics of a person’s desire to belong and fit into the organization. It is the that implies that all stakeholders (or individuals) must be treated equally regardless of the fact that some people will obviously contribute more than others to an organization. Leadership has to not only place aside each of their individual (or personal) ambitions (along with any prejudice) in order to present the goals of the organization, but they have to also have the stakeholders engaged for the benefit of the organization. Further, it is leadership that has to be able to influence the stakeholders by presenting the strong minority voice in order to move the organization’s members towards ethical behavior. Importantly, the leadership (or stakeholder management) has to have the desire, will, and the skills to ensure that the other stakeholders’ voices are respected within the organization, and leadership has to ensure that those other voices are not expressing views (or needs as in respects to ) that are not shared by the larger majority of the members (or stakeholders). Therefore, stakeholder management, as well as, any other leadership of organizations have to take upon themselves the arduous task of ensuring an “ethics system” for their own management styles, personalities, systems, performances, plans, policies, strategies, productivity, , and even risk(s) within their cultures or industries.
Ethical system implementation and consideration
The function of developing and the implantation of an “ethics system” is difficult, because there is no clear, nor any singular decisive way that is able to be presented as a standard across the board for any organization – as due to each organization’s own culture. Also, the implementation should be done accordingly to the entire areas of operations within the organization. If it is not implemented pragmatically and with empathic caution for the needs, desires, and personalities (consider the Big Five personality traits) of the stakeholders, or the culture, then unethical views may be taken by the stakeholders, or even unethical behavior throughout the organization. Therefore, although, it may require a great deal of time, stakeholder management should consider the Rational Decision-Making Model for implementation of various aspects of an ethical system to the stakeholders. If implantation is done successfully, then all stakeholders (not just the leadership) have accepted the task of benchmarking not only the implantation of an “ethics system”, but each stakeholder feels empowered for the moment to moment daily decisions that are ethically positive for the organization. When executed timely and with care, then all stakeholders (including leadership) will have at the very less a positive and functional success as the basis for continuous improvement (or kaizen) to present as the norm for its organizational ethics.
Theories and models
After mention the main aspect of the organization such as its definition, structures, cultures and ethics I would like to go further to talk in more details about each a look closer to the organizations in UAE.
Johnson & Johnson and Dow Corning Case Study:
Overview about Johnson & Johnson:
Caring for the world, one person at a time... inspires and unites the people of Johnson & Johnson. We embrace research and science - bringing innovative ideas, products and services to advance the health and well-being of people. Employees of the Johnson & Johnson Family of Companies work with partners in health care to touch the lives of over a billion people every day, throughout the world.
Our Family of Companies comprises:
- The world’s premier consumer health company
- The world’s largest and most diverse medical devices and diagnostics company
- The world’s fourth-largest biologics company
- And the world’s seventh-largest pharmaceuticals company
We have more than 250 operating companies in 57 countries employing 115,500 people. Our worldwide headquarters is in New Brunswick, New Jersey, USA. To learn more about our companies, explore the map.
Dow Corning Overview:
provides performance-enhancing solutions to serve the diverse needs of more than 25,000 customers worldwide. A global leader in , silicon-based technology and innovation, Dow Corning offers more than 7,000 products and services via the company’s Dow Corning and XIAMETER brands. Dow Corning is equally owned by and . More than half of Dow Corning’s annual sales are outside the United States.
After mention overview for both organizations Johnson & Johnson and Dow Corning, I am going to analyze the case study in page 57 in text book, which is an ethical stance at Johnson & Johnson and Dow Corning.
As the behavior of Johnson & Johnson’s, Dow Corning’s, and Arthur Andersen’s managers suggests, managers may interpret their responsibilities to their customers and to their organizations in very different ways. Johnson & Johnson moved immediately to protect the public even though there was little chance that any other supplies of Tylenol were contaminated. Dow Corning’s managers postponed action and, to safeguard the profits of their company, did not confront the fact that their product was defective and dangerous. As a result, women continued to receive silicon breast implants, and the potential for harm increased.
Arthur Andersen’s managers intentionally committed illegal actions to protect their own interests. Their sole goal was to hide evidence of their wrongdoing at the expense of the public.
As the story of these companies suggests, an important ethical dimension is present in most kinds of business decision making. In this chapter, we examine the nature of the obligations and responsibilities a business has to the people and society affected by the way it operates. First, we examine the nature of ethics and the sources of ethical problems. Second, we discuss the major groups of people, called stakeholders, who are affected by business. Third, we look at four rules or guidelines that companies can use to decide whether a specific business decision is ethical or unethical. Fourth, we consider the sources of business ethics and the way companies can promote ethical behavior. Finally, we examine the legal environment of business and describe the many kinds of laws, rules and regulations that must be followed, both at home and abroad, if a company is to do business in an honest and ethical way.
One reason appears to be that J&J’s managers believed in their company’s ethical values, so that when confronted with an ethical dilemma as in 1982, they consistently followed the credo’s rules when making business decisions. At DC and AA, in contrast, managers had been just “going through the motions.” When push came to shove, they protected their own interests and those of their companies in illegal ways. Both companies paid the price. Within months of its decision to pull Tylenol from store shelves, however, J&J regained its status as leader in the painkiller market and has since increased its market share because of its enhanced reputation for being a highly ethical company.
Ethical Issues on SKMC Practice In UAE
Societies differ in religious beliefs and social habits. Each society has its own characteristic identities. These have to preserved and respected. In the majority of Arabia & Muslim countries, some steps of skmc may not be accepted by some individual. New modern attitudes or behaviors should not be enforced in any way, shape or form on our society
We as educators strike a balance between Western & Muslim societies. In this context, methodology of teaching skmc must be fitting to our people and has to be accepted. The following points are applied health personal, even emergency medical technicians, paramedics and the public at large.
A) BEHAVIOR & ATTITUDE
a). Always be courteous, polite & behave in proper, correct and ethical Islamic manner. Introduce yourself to the patient's relative and explain what you are about to do and Why. When you deal with patients , always treat a patient as you would treat your own mother or father
b). NEVER ask a female; either health care professional or in training or in practice. Instructors must respect the wishes of the candidates
B) MOUTH TO MOUTH
a).NOT be practiced at all By: medical personal & paramedicsThey must use a pocket mask or ambubag
" the objective is to protect themselves "But the reason here is social one
b). PUBLIC AT LARGE: Introduce yourself first to the relative better to use any material e.g.: Handkerchief or Towel to avoid direct contact between yourself & the patient
C) AIRWAY OBSTRUCTION- UNCONSIOUS PATIENT
a). NEVER sit astride a patient at any time it is Unacceptable to people
b). Instead, kneel beside the patient and apply the abdominal thrust to relieve the object obstructing the airway
D) DEFIBRILLATION & MONITORING
a). NEVER Expose any lady in public or in hospital for the purpose of defibrillation, monitoring or auscultation. Make sure Of crowd control & ask for their help. Ask a group of people to make a circle with their backs to the patient to make a cordon before applying any resuscitative measures
E. PAINFUL STIMULI
a).NEVER expose ladies at any time to administer painful stimulation by rubbing the sternum or the spines
b).FOR proper painful stimulation use the following sites
i. SUPRA Orbital nerve, over the eye brow
ii. Pinching the lobe of the ear
We can figure out that SKMC follow ethical rules which play main factor to gain the customer satisfaction.
On the other hand, comparing those issues with J&J and DC we can notice that each organization has an ethical system which affects the organization, if it works in right way, it will have a good reputation which reflects the good image about the organization that lead to be successful regionally and abroad.
Organizational structures in UAE:
As mentioned previously, each organization has its own structures and its different from one to another, so below as example of organizational structures in both Government and Private sectors in UAE and comparison between them.
Government Organizational structures:
DOT, Department of Transport it is one of government sector in UAE, the below covers its vision, mission, core values and its organizational structures.
Vision
Mission
Core Values:
Organization structure:
Private Organizational structures
Overview of Mubadala Development Company
Mubadala Development Company (Mubadala) is a Public Joint Stock Company headquartered in Abu Dhabi, capital of the United Arab Emirates. Its focus is on developing and managing an extensive and economically diverse portfolio of commercial initiatives. It does this either independently or in partnership with leading international organizations. Mubadala’s commercial strategy is fundamentally built on long‐term capital‐intensive investments that deliver strong financial returns.
The company manages a multi‐billion dollar portfolio of local, regional, and international investments, projects and initiatives. Through its investment and development projects, Mubadala is both a catalyst for, and a reflection of, the drive for economic diversification of the Emirate of Abu Dhabi. Its impact is evident domestically and internationally in sectors such as energy, aerospace, real estate, healthcare, technology, infrastructure, and services.
Mubadala’s sole shareholder is the Government of the Emirate of Abu Dhabi. For more information about Mubadala, its partnerships and activities please visit www.mubadala.ae.
Mission
Mubadala’s mission is to create and maximize long‐term returns as an investor in high‐performing businesses and promising new ventures. The company manages a multi‐billion dollar portfolio of local, regional, and international investments, projects and initiatives. Through its investment and development projects, Mubadala is both a catalyst for, and a reflection of, the drive for economic diversification of the Emirate of Abu Dhabi. Its impact is evident domestically and internationally in sectors such as energy, aerospace, real estate, healthcare, technology, infrastructure, and services.
On September 16, 2008 Mubadala announced that it has been assigned AA long‐term credit ratings by the three global credit rating agencies: Moody’s, Fitch Ratings, and Standard & Poor’s. Mubadala is the only company in the MENA region to have been assigned AA2/AA/AA by each agency. The high investment grade ratings allow the company to present a clear picture of the company’s financial and credit worthiness to
investors, lenders and other market participants. The ratings also reflect Mubadala’s reliability as a business partner, the growth and strength of its portfolio, and its position as a leading force in Abu Dhabi’s and the UAE’s economic development and diversification.
Ownership and Management Structure
Mubadala was established in October 2002 as a Public Joint Stock Company in Abu Dhabi through a decree issued by His Highness Sheikh Mohamed Bin Zayed Al Nahyan, the Crown Prince of Abu Dhabi. The Government of Abu Dhabi is its sole shareholder. As a Public Joint Stock Company, Mubadala functions much like an incorporated entity in the United States or a “plc” in the United Kingdom — e.g., it can issue stock, be traded publicly, and is subject to the same legal rules as other private entities in the UAE.
Mubadala is governed by a seven‐member Board of Directors. The Chairman is His Highness Sheik Mohamed bin Zayed Al Nahyan; other Members of the Board include Mubadala’s Chief Executive Officer, Khaldoon Khalifa al Mubarak, and five other prominent members of the Abu Dhabi business and financial community.
Mubadala has approximately 500 employees, who are organized in groups that serve specific functions. For example, part of the Mubadala organization is responsible for identifying, screening, developing and pursuing business opportunities and investments; another unit is responsible for managing the company's investments; and a third group handles internal services‐oriented positions, such as legal, human resources, communications, and finance. In addition to Khaldoon al Mubarak, the senior executives of Mubadala include native Emiratis as well as expatriates from the United States, Asia, Europe, and other Middle Eastern countries. Many formerly served in senior executive positions in leading international companies and financial institutions, such as Barclays Capital, Merrill Lynch, Atlantic Richfield (“ARCO”), and Parkway Health.
A Tale of Two Cultures
Values, determined in part by the CEO, impact effectiveness. To achieve excellent customer service, a terminal value, Southwest Airlines maintains a flat structure, and managers cooperate with employees. Value Line under CEO Jean Buttner monitors employees closely and gives meager raises because being frugal is the main instrumental value.
1. List the reasons why Southwest’s and Value Line’s cultures differ so sharply.
Southwest’s culture is marked by good customer service and management cooperation with employees. A flat, informal structure encourages innovation, and the stock ownership system rewards employees for company performance. On the other hand, Value Line’s culture fosters employee turnover and customer dissatisfaction. Management does not cooperate with employees; CEO Jean Buttner values frugality so much that employees sign in every day and raises are limited. Managers file daily reports on the neatness of employees’ desks.
And because UAE is a multi cultural society with large percentage of immigrant population, the most important cultural dimension in the organization which presented by multicultural workforce is how to integrate them as following:
Diversity is a common denominator in many businesses across America and around the globe. The age of globalization has allowed peoples from hugely divergent cultures to migrate and find employment in places far away from their homeland. Getting workers from differing backgrounds to work together in harmony can be a difficult task. How can a business entity integrate a multicultural staff for optimal productivity?
Have a Warm Attitude towards All Employees
First, in order to integrate a multicultural workforce, the senior management must display a warm attitude toward all employees without prejudice. This kind of attitude takes humility which is not a trait commonly associated with successful business executives. Humility means to have a right view of oneself and accordingly towards all others. Corporate leaders who are humble are more likely to appreciate the unique backgrounds of their staff from other cultural backgrounds.
Engage the Staff in a Multicultural Dialogue
The second tip to integrate the workforce is to have them engage in directed dialogues. This means that human resources or top management can set up discussion groups with participants from different ethnic backgrounds for semi-directed question and answer sessions. Through such Q & A sessions participants will learn more about why their co-workers believe and act the way they do, which can lead to greater tolerance.
Set up Cross-cultural Training Seminars
A third tip to integrate a multi-ethnic workforce is to hold periodic cross-cultural training seminars. In this case, management or the human resources office brings in an expert in multi-ethnic relations who teaches the workers how to bridge differences for greater effectiveness while on the job. Such seminars include world view, origin of values, competing values and tolerance at the workplace. Participants also learn techniques for how to dialogue more effectively.
Become Familiar with Core Values of Employees
The most important action top management can take to integrate a harmonious workforce is to model it. One way corporate leaders can model appreciation for diversity is to take time to read up on the different cultures represented in their company. Due to the development of the Internet, information on just about every culture on the planet is available online. Learning about the ethnic backgrounds of employees and common core values of their culture will take time, but will show staff members that the organization cares about them as individuals.
Starwood’s uses six sigma to improve hotel performance
Starwood Hotels & Resorts Worldwide, Inc. is one of the leading hotel and leisure companies in the world with more than 750 properties in more than 80 countries and 110,000 employees at its owned and managed properties. With internationally renowned brands, Starwood is a fully integrated owner, operator and franchisor of hotels and resorts including: St. Regis, The Luxury Collection, Sheraton, Westin,
Four Points by Sheraton and W brands, as well as Starwood Vacation Ownership,
Inc., one of the premier developers and operators of high-quality vacation interval ownership resorts.
Starwood operates four contact centers in North America and one in Cork, Ireland, to handle the 14 million calls it receives annually for reservations at its hotels and resorts worldwide. (Starwood also operates smaller customer contact centers in Tokyo, Singapore and Brisbane.) Because the guest experience begins within the contact center, it’s important to deliver a consistent level of service that meets or exceeds the Starwood standard of excellence. Considering its large call volume and numerous call types across multiple sites in different cultures, the company decided to implement an automated customer interaction recording and evaluation solution to help with calibration from center to center and drive performance improvement. With Impact 360, Starwood can deliver seamless, consistent and high-value guest experiences. So the solution for this is that Starwood has seen some dramatic performance improvements including a 10 percent increase in its sell-to-call conversation ratio. The implementation of Impact 360 to record customer interactions and measure associate performance online was instrumental in this success. “Our sales process is influenced directly by how well our associates handle calls,” explains Mike English, vice president, customer contact centers, Starwood Hotels & Resorts Worldwide. With Impact 360, Starwood can help its associates understand how to nurture customer relationships and build confidence during an interaction to close a sale.
Supervisor productivity also has improved, and the company reports that the software has enhanced its training program. Impact 360 has made the transition from training to the live floor much easier, as new hires have had the chance to observe real customer interactions. They know what the ideal call sounds and looks like, so when they complete training, they have a complete picture of expected performance.
In addition, Starwood has leveraged Impact 360 as part of its Six Sigma process.
“Six Sigma requires us to understand what’s happening step by step throughout our customer interactions,” English says. Starwood couldn’t demonstrate Six Sigma successes without Impact 360. In fact, Starwood has used this intelligence to tailor its call-handling guidelines to help associates optimize their time on the phone with customers.
And this solution lead to the success of Starwood’s which attract more attention to its strategies and how it use its own resources in the organization to improve it self and encourages its employees to work as a team to figure out the customers demands to provide them with it to gain their satisfactions.
Regarding to UAE there were too many changes initiated by the government of UAE in public sector organizations.
The major change since the early 1970s has been the huge increase in the numbers of educated nationals who are entering the workforce every year: by the year 2000 an estimated 200,000 high school students will graduate in the UAE with a further 46,000 graduating in higher education. The challenge is to develop a dynamic labour policy to absorb this large outflow of national graduates and to tap both human and natural resource s for the welfare of the country. A key element of this policy is a renewed focus on educational curricula and training so that graduates are equipped with the specialties and skills required in the job market. Emiratisation of the workforce, a process which has already commenced in the public sector, is also a high priority on the national agenda.
Development and training
Development and training of the UAE's youth is a major focus of Government policy. With over half of the UAE's citizens under 18 years of age, there is an urgent need to create new employment opportunities. This is coupled with a recognition that high quality training is essential if the country's growth is to continue. Besides conventional training opportunities in institutes of higher education, industry-based training is growing rapidly in the oil industry and in organisations like telecommunications firm Etisalat, Emirates Airline and the Gulf Aircraft Maintenance Company, GAMCO, the largest dedicated overhaul facility in the region. The Abu Dhabi-based Centre of Excellence for Applied Research and Training, CERT, provides channel through which modern technological skills can be transferred to the UAE, through joint venture training arrangements with leading international academic institutions and industrial corporation. A special Cabinet Manpower Committee supervises the development of the UAE's human resources, with the objectives of maximising local employment and reducing dependence on expatriate labour.
EMIRATISATION
The process of emiratisation has been pursued aggressively by the Ministry of Labour and Social Affairs over the last two years with some success, as we have seen, in sectors such as telecommunications and banking. In April 1999 an agreement giving priority to graduates of the Higher Colleges of Technology (HCT) in recruitment for jobs in both the public and private sectors was signed between HCT and the Ministry of Labour and Social Affairs. However, the Ministry is in favor of simultaneous development of the economy and human resources and is reluctant to alienate the private sector by forcing a quota for employment of nationals.
Nearly 1,000 nationals seeking work registered with the ministry in 1998, of which approximately 80 per cent were women. The difficult task ahead is to assist jobseekers in finding suitable employment. In the past national graduates have shown a reluctance to enter private sector employment. This was borne out by a recent study entitled 'Attitudes to the Private Sector' which showed that 96.5 per cent of students at Abu Dhabi Women’s Higher College of Technology wanted to work after graduation, of which 62 per cent favored the oil sector, a further 48 per cent said they would like to work in the government sector and only a meager 11.5 per cent opted for the private sector. Most students cited high salaries, greater benefits, job security and shorter working hours as their reasons for preferring the state and semi-state sectors.
PANDE
The Government has sought to tackle the employment issue by setting up the Public Authority for National Development and Employment (PANDE), an autonomous body under the supervision of the Minister of Labour and Social Affairs. Established in mid-1999, the authority is responsible for matching the real needs of employers to the qualifications of UAE nationals seeking employment. The Labour Market Information System (LMIS), also under development, will advise nationals on emerging job opportunities and trends in the employment market. The service will be free of charge.
LMIS
Will collect information about the UAE's labour market, track changes and carry out planning and research.
The Ministry of Labour and Social Affairs is also launching a new website, comprising a data bank on job vacancies in the country's private and public establishments and on available job seekers. The site will provide potential job applicants with a chance to file their application forms and CVs directly with the website. Alternatively, private companies or government establishments looking for employees in specific specializations will be able to access the data bank. The ministry will not be actively seeking jobs for the unemployed registered in its system.
However, job seekers will also be able to access the Ministry's site looking for job vacancies advertised on the site by companies registered with the Ministry. The service for both job seekers and companies is free of charge. Although the Ministry will not be directly involved in the recruitment process it plans to allocate a computer at its premises to enable job seekers to visit its site and submit their applications. In addition to the recruitment service, the site will also provide information on UAE Labour Law. Queries on labour related issues can also be submitted.
PENSIONS AND SOCIAL SECURITY
From September 1999 UAE nationals working for private companies are entitled to the same social security and pension benefits as UAE nationals working for the Government. Through the provision of benefits in the private sector, the Government hopes to attract m o re nationals to non-government jobs, there by speeding up emiratisation of the work force. Under the new national pension and social security scheme, which took effect in the public sector in May 1999, nationals who have contributed to the scheme will be eligible for retirement benefits, disability benefits and compensation on death. Current end-of-service entitlements for government employees have been transferred to the new programme .
The General Authority for Pensions and Social Security (GAPSS), an independent entity which invests employer and employee contributions to fund the social security programme , was set up to operate the scheme. The Government allocated the required capital of Dh 500 million in the 1998 budget for the establishment of the authority, which commenced functioning as an investment body from 15 December 1998
SOCIAL WELFARE
Recognizing that even in a prosperous country such as the UAE there will always be vulnerable members of society who need assistance, the Government has instituted a comprehensive social welfare system operated by the Ministry of Labour and Social Affairs. The Ministry also makes specific allocations to the country's women's organizations to ensure that all those in need, particularly women in rural areas, have access both to an economic safety net and to assistance in adapting to a fast-changing world. Social welfare assistance is extended in accordance with the Social Security Law which came into effect in 1977. According to official statistics the Ministry of Labour and Social Affairs spent Dh 5,860 million on social welfare from 1986 to 1997. The total cost in 1997 was Dh 660 million. Of the families receiving social assistance, 25 per cent were in Abu Dhabi, 23 per cent in Dubai, 21 per cent in Sharjah, 7 per cent in Fujairah, 5 per cent in Ajman and 3 per cent in Umm al-Qaiwain. Among those who benefited fro m the assistance the elderly we re the largest group re p resenting 43 per cent of the total. They were followed by widows, divorcees, the deserted, the unmarried, expatriate wives, orphans, families of prisoners and married students. Today almost 40,000 nationals benefit from social security and nearly 9,000 receive pensions totaling Dh 720 million annually.
In July 1999 the Federal National Council approved new legislation regulating social security benefits. Under the new law people entitled to monthly social benefits include national widows and divorced women, the disabled and handicapped, the elderly, orphans, single daughters, married students, relatives of a jailed dependent, estranged wives and insolvents. Under the law all widowed and divorced national women who were married to foreigners are also eligible for social security benefits. The Social Security Committee may also consider an application from a national woman whose foreign husband is unable to earn a living for reasons beyond his control or if his income is less than that needed to run the home (Dh 5,000).
Conclusion:
We can conclude that An organization is a social arrangement which pursues collective goals, controls its own performance, and has a boundary separating it from its environment, and it is obviously know that all organization must have its own structures, cultures, values, and ethics. But to be successful regionally and international, it has to follow up the changes in the environment that required for the company but which not conflicting with Sharia laws , and in the same time increase the efficiency of the organization by many ways to create a good atmosphere work with the employees which reflect the good performance and productivity that lead to the good repetitions for the organization that all people look forward to deal with.
Finally the assignment includes and covers all the required that took in the course which supported by too many cases studies and its solutions.
References: