27
will always wind-up positions where strong communication skills are necessary. This is discerned because most managers end up becoming obligated to play the role of facilitators, negotiators, and even conflict managers (Kissi, et al., 2012; Martin-Rios, 2015). From above, middle managers’ real contribution lies in their abilities to successfully apply the correct style of communication at the right time to attain the needed outcome leading to increased creativity.
28
Frijns, 2016). Therefore, middle managers always must strike a balance while trying to attain the organizational goals. Accordingly, religion plays an integral role towards influencing the functioning of organizations which leads to the high degree of centralization of power. Given the focus on the central leader, those who occupy lesser positions such as intermediary management play a subdued role, since they are perceived to be subordinate. In essence, occupants of middle level management positions have a remote chance of affecting matters at the level of running organizational affairs. Further, according to De Waal and Frijns (2016), the role that family ties play extends into organizational structures, an aspect that complicates the place of middle level managers within the set-up of entities. Despite many authors’
portrayal of the UAE based on negative perceptions, De Waal and Frijns (2016) took a different view and indicated that the UAE cannot be classified as a typically Arab State given its multicultural and diverse nature.
In carrying out their research, De Waal and Frijns (2016) derived UAE’s theoretical elements of organizational context from the literature. In addition, the researchers proceeded to collect data from Emirati as well as Eastern and Western expat managers. Thereafter, the authors tried to match what was found in theory with what was postulated in the literature. From the outcome of the study, De Waal and Frijns (2016) found that despite some characteristics peculiar to the Arab culture being intact within the UAE, considerable progress was being witnessed. Based on the outcome, the above researchers underscored the need for increased nuance in the description of typical Arab organizational attributes possible to ease operations within the Emirati region.
Within the UAE context of business, the idea that culture, religion, globalization, and/ or a combination of the above factors influence the organizational environment remain prevalent.
For each factor, there exist accompanying values and practices that bear on organizational functions thus affect the wok of all managers. According to Mellahi and Budhwar (2010),
29
religion (Islam) has a considerable influence on the management of organizations. In their research, they found that religious values and beliefs had significant impact on workplace behavior, management style, job satisfaction, performance, and general organizational effectiveness. Based on the Islamic faith, work is deemed a virtue of critical significance to one’s social life.
Citing the existing literature on Islamic values, De Waal and Frijns (2016) stressed values such as equality, consultation, kindness, honor, goodness, commitment, justice, humility, hard work, consensus, persistence, self-discipline, and cooperation as important considerations in the place of work. Despite the diversity of values which create the impression that management is about consultation and consensus building, such is rarely the case, and as De Waal and Frijns (2016) contended, the top leadership/ management has near absolute power regarding decision-making within organizations. In such circumstances, the possibility that middle managers would express themselves or deploy their self-efficacy is put into doubt.
Concerning globalization, De Waal and Frijns (2016) established that the UAE is first becoming a melting point of diverse cultures. This is supported by the realization that many nationalities are settled in the UAE and taking charge of various duties. Surprisingly, according to De Waal and Frijns (2016), Arab nationals accounted for only 15% of the UAE population.
With the remainder of the people comprising expatriates, external influences impact activities in the country. However, many of the immigrants are from Asia with a minority coming from the West. Consequently, not many changes would be assumed owing to the many similarities between the UAE and Asian people. Further, the encouragement of the Emiratization program is bound to lessen the influence of globalization, which was partly anticipated to generate a teamwork environment which is consistent with the participation of all workers in decision- making within organizations.
30
Although diversity is thought to be critical in eliminating biases of management attributable to the UAE, such development is related to problems in communication. Thus, managers face an arduous task in creating an effective and efficient work environment. The implication is that for one to be an effective manager in the UAE, he/ she needs to be competent in cultural diversity. Thus, middle managers, face the added difficulty of possessing the ability to recognize and address cultural variations. However, middle managers of authority can foster creativity and innovativeness if they have the discretion to direct operations within their organizations. As the above author established, diversity if reflected in gender, culture, education, experience, age, personal characteristics, and other differentials. As De Waal and Frijns (2016) found, all value aspects that border on creativity did not have the chance to be deployed since they were inconsistent with the Arab culture which is dominant in the UAE.
Hence, despite being a value in its culture, it has little role within the organizational context.
Subsequently, the cultural aspect of power centralization emerges as a critical factor in the operation of organizations. According to De Waal and Frijns (2016), beneath modernity across the Gulf States, the traditional social and political order persists. As Kamla and Roberts (2010) asserted, the old structure is clearly manifested through the leadership of the Emirati government and its organizations. In effect, only senior level management has power to influence organizational operations. According to Al-Huzaim (2011), a manager or leader ought to be seen as “The Strong and Trustworthy” man who is resilient, flexible, upright as well as capable of discharging organizational duties. Further, the above author indicated that organizations from the UAE are structured based on the framework of Sheikocracy, an arrangement where managers perceive the organization as an individual fiefdom. What is more, the autocratic behavior of the managers directs that they act within lines that they deem acceptable to the society rather than what professionalism demands. In this regard, religious ideas, public image concerns, paternalistic orientations and Islamic counsel form the basis upon
31
which a manager leads an organization. In such circumstances, the possibility that a middle level manager would have influence or room to exercise creativity is limited.
For purposes of elucidation of Sheikocracy which is an arrangement where managers perceive the organization as a personal fiefdom, reference to the work of Al-Huzaim (2011) is deemed necessary. According to Al-Huzaim (2011), Sheikocracy is a concept that entails practices such as hierarchy of authority, supremacy of personal relations, insubordination of efficiency, open door policy, indecisiveness, adherence to rules and procedures, nepotism in the selection of workers, and patriarchal attitude. According to De Waal and Frijns (2016), nepotism applies to the selection of top managers but merit is applied in recruiting middle-level management. A problem emerges since the senior managers once appointed, because of individual connections, would rarely let middle level managers operate without restrictions. These, according to the above authors, are individuals who fear being usurped by lower cadre staff and are highly unlikely to embrace the idea of innovativeness from middle level managers. Hence, the conclusion, based on the work of De Waal and Frijns (2016) is that the environment in the UAE does not support the realization of self-efficacy among middle level managers.
Within the UAE, one-way systems of communication are common. A further reinforcement is by De Waal and Frijns (2016) who indicated that, such systems are a product of Sheikocracy.
As a result, individuals at lower cadres of management such as the middle level management are merely seen as conveyor belts between the top and the bottom and have no influence whatsoever. However, a recent study by Suliman and Kathairi (2012) shows a shift in the situation as a level of trust and mutual respect is currently beginning to develop. Consequently, middle level managers might find a favorable environment to exercise self-efficacy and creativity.
Al-Huzaim (2011) is among researchers who have voiced a different perspective about the role of consultation in the Arab culture in terms of organizational leadership. According to the
32
above author, the management style that is supported by the Arabic culture is consultative.
Hence, managers must consult subordinates or those below them whether informally or formally before making important decisions. However, as Al-Huzaim (2011) found, it is not uncommon for top managers to engage in pseudo-consultation, a style which allows top managers to engage low-level workers about issues with the intention of deceiving them into believing that they participated in decision-making. However, Arab managers also rely on participative management where they actively involve their subordinates on organizational matters that require decisions to be made. The autocratic style is contrasted with the participative approach, and under the method, the manager decides without any form of consultation. From the above, it is evident that many styles exist although it is common that the ones used border on autocracy where top managers reach decisions without reference to their juniors.