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Transcript of Emaar
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.
All level management
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
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
TABLE OF CONTENTS
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
In 2004, Emaar widened its radius and initiated Emaar international
India- joint venture with MGF
USA & CANADA- bought John Laing homes
Ethnocentric & polycentric attitude
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
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
CHAIN OF COMMAND
All of Emaar’s
top position managers have been hand picked out of the lot
high level of competence
in their managerial positions ensures a very
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.
divisions and compartmental
departmentalization results in a
who has their
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
Strength --> growth
Operates in 36 different markets
Segmentation and diversification
Clear and achievable visions
Emaar aims to fine 1% of the society
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
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
McGregor’s theory Y