Relationships in a multicultural company in the Middle East

Résumé du document

Dubai, the city of all superlatives, is the specific place where is based, the business that we are analyzing through a classic problem closely linked to the multiculturalism of the company. This territory reveals few important characteristics; indeed, it's one of the city symbols of luxury and tourism. But this city doesn't offer the possibility to accommodate people in cheap rooms. The company solves this problem and meets with success. Thus, this little company is composed with a small team which includes the manager (French), one associate (European) and various employees (Filipino, Indian and Iranian). Employees are from various different cultures and origin, Indians, Asians, Arabic and Europeans. All speak English which is the 'official language' of the company. Then, the company is going to increase its size and capacity of reception, with new rooms and services. However, the management of these multicultural specificities wasn't well lead; and brought about various problems of efficiency, synergies and productivity. So, it is essential to react quickly in order to avoid bad consequences.

Extraits

[...] The subject isn't as sensible as in others countries as Saudi Arabia. But, it's advisable to know specificities and of course being respectful (and knowing a little bit specificities). Some Muslims need to pray several times a day, but it's far to be the majority of workers. On the entire Middle East, when somebody is talking about government (and religions), it's important to be prudent, because it can be dangerous to criticize it. The Ramadan marks the Muslim year, during one month, where activities slow down a little bit. [...]

[...] At this period, the English decision to withdraw from all territories situated on the east of Suez announced the beginning of the creation of the United Arab Emirates Federation (U.A.E). The city turned towards re-export business; import of merchandises immediately exported. Indeed, today, in Dubai, revenues from oil represent only 15% of the GDP but Dubai is a major trading place; it's the most important zone of merchandises transit of the Middle East. It's a free-port in a world composed by 75% of its territory by the desert. [...]

[...] Indeed, we know that the intercultural management is crucial in our company and all people of the staff are trained to be met with all specific situations. The manager and Human Resources department of such company must to take into account origins of all employees to optimize all relationships and productivity into the company; the staff training is essential as well even in such a little company due to the specific context of perfect multicultural activity. This aspect must start with perfect intercultural skills of the manager. [...]

[...] Henceforth, Dubai; it is of expatriates; of men on the total of the population. In 2003, Westerners' part represented of the population of the U.A.E; these are present in business for decades, at first in the field of the oil and gas, then their activities widened to contain the domains of the genius, the architecture, the education, the medical care as well as a vast range of commercial services. A great majority of the expatriates come from the Asian South East (Filipinos), from Iran (almost the quarter of the population) and India (Several hundreds of thousands). [...]

[...] He has to be able to train and manage his staff and paying attention to both clients and employees to offer the best possible standard and additional services On the same sense, to work on the best and perfect environment, it's ideally also important that people who work on the company could easily communicate on a perfect way to perceive all nuances of vocabulary or language, to improve the efficiency. Thus, it's indispensable that everybody speak perfectly English. Bibliography See foot notes and the following documents: Newspaper and books Jean-Jacques Cariou, Droit. BTS Hôtellerie-Restauration, Editions BPI Jean-Jacques Cariou, Dictionnaire de marketing, Éditions BPI Maglaras, C., Meissner, J. "Dynamic Pricing Strategies for Multi- Product Revenue Management Problems." MSOM 2006 Bradford, Robert W., Duncan, Peter J., Tarcy, Brian, “Simplified Strategic Planning: A No-Nonsense Guide for Busy People Who Want Results Munter, M. [...]