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Emaar

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by

Inaas Ibrahim

on 21 May 2014

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Transcript of Emaar

ORGANIZATIONAL CULTURE
EXTERNAL ENVIRONMENT
LEADERSHIP
MOTIVATION
INNOVATION (with change)
1) Began in the year 1997

2) Capital of 1 billion AED

3) Largest land real estate and developing company in the middle east

4) 32% is owned by the Dubai government

5) These world record holding structures along with the lofts and the

Burj Residence are collectively known as Downtown Dubai.
Democratic

Decentralized

Consulting stakeholder
Shareholders
All level management
Government

Strong culture

Stories and Rituals :
Emaar’s goals are highly goal oriented and profoundly ambitious and the company expects the employees to share them.

Customer oriented :
Emaar is highly customer oriented as well and makes sure that their employees work up to the Emaar standards

Dimensions of culture:

Innovative, risk taking ,team oriented and people oriented :
Having a workforce with 82 varying
nationalities, Emaar has a multicultural environment which combines together to provide its employees with desired professional perspectives

Emaar’s strength always lies with their
loyal workforce
and more importantly
their managerial staff
.

With the constant effort and
support from its chairman and his board members
, Emaar continues to grow even after going through major organizational changes.

Another one of Emaar’s strength is the
support of the sheikh
.
Manangement 201 - Dorra Kallel
Presented by

Abdussubhan

Amir

Inaas

Ibrahim
Emaar
TABLE OF CONTENTS
1. Introduction
2. Organizational Culture
3. External Environment
4. Going International
5. Decisions made by managers
6. Developing plans
7. Strategies used
8. Organizational Structure
9. Span of control and Chain of Command
10. Innovation
11. Motivation
12. Leadership
13. Recommendations
14. Conclusion

INTRODUCTION
GOING INTERNATIONAL
In 2004, Emaar widened its radius and initiated Emaar international
Countries

India- joint venture with MGF

MENA
EUROPE
USA & CANADA- bought John Laing homes

Ethnocentric & polycentric attitude

STRATEGIES
Emaar has a vision, a mission, which they intend to form into a strategy. Emaar has been smart; buying cheap land on the outskirts of places and developing it in accordance to Emaar’s standards have helped them sell quickly.
DECISIONS BY MANAGERS
A company's success and successful run depends on the local support and

more importantly the managerial staff. The right choice delivers success

DEVELOPING PLANS
They have launched the opera grand in downtown Dubai which is an

exclusive residential tower to be facing the Burj Khalifa.

They have also launched the Dubai hills project which is a phase of the

Mohammed bin Rashid city.

Emaar intends to start a value for money housing for private sector entities for providing 'affordable

luxury' in order to attract lower level economies
SPAN OF CONTROL
AND
CHAIN OF COMMAND
All of Emaar’s
top position managers have been hand picked out of the lot
. This
high level of competence
in their managerial positions ensures a very
high radius
in their
span of control
ensuring the smooth run of Emaar.

Each division of Emaar has
its own CEO
and other officers
in their respective orders of precedence.
All these
divisions and compartmental
departmentalization results in a
coordinated workforce
who has their
workload divided
respectively.
ORGANIZATIONAL STRUCTURE
With the exceptionally boosting growth of Emaar, the company has been divided into subgroups and classified in accordance to purpose. Emaar currently has about seven departments:
• Emaar Dubai – Real Estate
• Emaar International LLC
• Emaar Investment Holding LLC
• Emaar Malls Group LLC
• Emaar Hospitality Group LLC
• Amlak Finance PJSC
• Emaar Industries and Investments PVT LLC

COMPETITIVE
CORPORATE
CONCLUSION
Strength --> growth

Operates in 36 different markets

Segmentation and diversification

Clear and achievable visions

RECOMMENDATIONS
Emaar aims to fine 1% of the society

Local support

Economic gains

Market research

Emaar will form different and diverse business cluster in

order to function as a different growth engines in a whole

by readily accepting and adopting the strategy of

business segmentation.
Emaar’s
international expansions
show how the company has evaluated its external opportunities. They target the best in the international country and
either buy them off or join them
. They them make sure their
internal as well as external parts are strong
and then go forward in implementing their strategies.
Challenging work environment

Personal growth

McGregor’s theory Y
Reinforcement theory
Equity theory
Full transcript