Contemporary Management - Al Fanar Case Study

Contemporary Management

1. Employee Participation in Decision Making and Organizational Commitment DR. SAMUEL ESSAM CONTEMPORARY MANAGEMENT GROUP 7 - CLASS 1MR Prepared By: Eslam Emara Bahaa Mounir Ahmed Osman Hassan Assem

2. Decision-Making Model in real-life Project supportive to strategic plan Entry to meters market in Europe Well reputation Alfanar is not a meter manufacturer KSA 2030 Vision Buy meters factory Follow Saudi standards Losing the bid Risk of investment with no return UAE initiative for digitalization of energy network Futuristic sense of Business Development Team regarding KSA vision 2030 that would be translated into smart meter renovation Company readiness for the upcoming opportunity through Tender Team SWOT Analysis & feasibility study by Cost Control Team Project Team suggestion to buy ZIV factory Alfanar seized ZIV to its assets R&D Team figured out solution for cost reduction Alfanar won the bid “Talking about flowing juices, all functional teams proved their ability to integrate their outcomes together as unity and gave a perfect example of how strategic plan is empowered when management listens to its enablers” Conclusion

3. Employee Participation Management “It is a process in which employees take control of their work and its conditions by incorporating their involvement in decisions regarding their work” Strauss, 2006 Inputs of Employee Participation Process Determining participation levels and clearly-defined roles & responsibilities “Business Development – Tender - Cost Control - R&D - Project” Status quo evaluation “Our current & desired capabilities to win the bid” Segmentation targets “Futuristic sense - buy factory - cost reduction” Developing communication plan “Liability of all managerial levels” Stating SMART goals “Win smart meter bid” Defining decision success criteria “ Top management liability” Adopting defined decision steps “Generate, asses, choose & implement alternatives” Reviewing lessons learned register “Company OPA’s” Using standardized decision-making templates 

4. Throughputs of Employee Participation Process Performing TNAs to norm employees’ technical, conceptual and Interpersonal skills “For functional teams” Delegating part of managerial tasks to the talented employees “Liability of middle-line managers” Performing SWOT analysis to detect decision consequences and potential alternatives “Cost Control Team” Integrating decisions of management and employees through a pre-designed MBO model “New market entry” Forming compensation and recognition modules (promotions, incentives and rewards) Utilizing data elicitation techniques (surveying, questionnaires, brainstorming and regular catch-ups) Analyzing the elicited data to generate high-quality information for accurate forecasting Developing effective engagement plan (social learning strategies, gamification and team-building activities) Enhanced futuristic strategic plan which embraces organization’s sustainability “Accomplished milestones” Motivated, committed and communicated pillars “Integrated departments” Efficient knowledge management among the functional teams Substantially-improved employee well-being Examined manpower endurance and readiness Mitigated risk of information ambiguity for proper decision making “Data elicitation from employees” Reduced staff turnover “Employees felt their entity being decision makers” Outputs of Employee Participation Process