Successful Manager... , livre ebook

The Successful Manager…
Saudi History Speaks
Amro Felimban
Austin Macauley Publishers
2020-05-29
The Successful Manager… About The Author Dedication Copyright Information © Introduction Chapter One The Roots Al-Auqailat for Logistic Services Saudi Agents, Hajj Guides, Mutawfon and suppliers How Did the Supply Chain Start? Al Hadhrmah: Foreign Investors Sponsors and Freedom of Trade Chapter Summary Chapter Two The Stages of Business Creation in Saudi Arabia and their Impact on the Character Formation of the Saudi Director Laying the Foundations The Boom and Transformation in Work Conception The Boom The Most Prominent Phenomena of this Era Richness Features of the Stage of Richness: Maturity Features of Maturity Chapter Three Types of Companies in Saudi Arabia and their Impact on the Saudi Manager Small and Micro Enterprises Small and Medium-Sized Companies: Large Private Companies: Semi-Government and Public Sector Companies: Chapter Summary Chapter Four The Culture of the Companies and Its Impact on the Saudi Society Companies Representing Different Eras: Companies That Express a New Consumption Culture Saudi Companies Express Success Stories Companies That Changed People’s Culture and Behaviour: The First Model: (Aramco) Company, The Second Model: (Saudi Airlines), Chapter Summary Chapter Five Family Businesses The Reasons behind the Continuation of Family Businesses: Business Earnings in Family-Owned Companies: Difficulties of Working in Family Businesses: Weak Governance Drowning in the Family Company: The Owners’ Patterns The Fast Track of the Managing Owner Chapter Summary Chapter Six The Traits and Personality The Patterns of the Saudi Employees: The Enthusiast The Enthusiast Employee and the Management of Disputes A Message to the Enthusiast The Dependent Understanding the Independent Most of the dependent people I met during my practical life are similar in some qualities: Changing the Dependent Development of the Dependent The Cunning (Al-Fahlawi) How Do You Know the Cunning Employees? How to Deal With Them (The Cunning Employees) The Dwarf and the Giant The Average (Ordinary) Employee Chapter Summary What Do You Do in Unusual Circumstances? Here are some tips which I personally have applied: The Common Patterns of the Saudi Manager The Authorised Manager The Stage of Weakness Creativity Stage Enrichment Stage Tips for the Authorised: The Frightened Manager Make Sure You Are Afraid Tips for the Frightened Manager: The Sticking Manager The Role Model Manager High Quality Is a Typical and Ideal Model Achievement is the Important Thing All Participants Are Role Models Building Credibility for the Role Model Needs Time The Mistakes of the Saudi Manager Chapter Seven The Upcoming Saudi Manager Chapter Eight Suggested Solutions for Saudisation and Mutawfon Saudisation: Developing Pilgrimage (Hajj) A Saudi Note Conclusion Finished ­– Al Khobar 11/11/2016.
About The Author
Born in Jeddah in 1975.
Graduated Al-Thaghr Model School in Khalidia in ’93.
Graduate of King Abdulaziz University Engineering Production and Design Mechanical Systems.
Started his career as a production engineer in Yanbu Cement Company in 2000, then moved to Jeddah as sales engineer. Worked on Siemens Saudi Arabia projects in Jeddah 2001–2004, then moved to Khobar to join Tamimi Group in 2004 till now to become a manager of deferent company in the group.
Dedication
To the first manager in my life;
My dear father,
May Allah have mercy on his soul!
Copyright Information ©
Amro Felimban (2020)
The right of Amro Felimban to be identified as author of this work has been asserted by him in accordance with section 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of the publishers.
Any person who commits any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages.
Austin Macauley is committed to publishing works of quality and integrity. In this spirit, we are proud to offer this book to our readers; however, the story, the experiences, and the words are the author’s alone.
A CIP catalogue record for this title is available from the British Library.
ISBN 9781528900713 (Paperback)
ISBN 9781528917223 (ePub e-book)
www.austinmacauley.com
First Published (2020)
Austin Macaulay Publishers Ltd
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Introduction
The idea of this book began with a friend I always exchange views with about management, self-development and business development. We often discuss an experience we went through… or talk about a book we read. I always take the initiative of analysing and talking about experiences I have undergone and practiced in my career and my colleagues’ as well. My friend advised me to start writing these topics down and present them as a blog or a book I can use as a training material in the future for providing training and administrative consultations. After I started writing, I realised that the topic of the book should focus on the Saudi manager, (the manager who works in Saudi Arabia even if he is an expatriate) to explain to the people the school of administration/management in Saudi Arabia, particularly initiated by the private sector. The Saudi managers were preoccupied by achieving distinction in their work, a matter that did not provide them the time to read or develop themselves and I am one of them. I always suffer during practical application because of our different business environment, the shortage of books that deal with modern management. The available books were either academic or biographies, so I liked writing such a book in which I talk about large segments of the business community, who represent the gears of the business environment in Saudi Arabia and the makers of the character and features of our Saudi administrative school, including employees, managers, owners, investors and even those interested in history and sociology.
Chapter One

The Roots
The administrative schools in Saudi Arabia have ancient, rich and diversified roots. They have greatly affected the formation of our administrative personality (whether directly or indirectly) leaving behind some negative impacts which must be taken into consideration; though there are also many positive and unique ones which we should be proud of and give it a larger space in analysis and development. We have a strong base and genuine management schools, so why we insist on importing the experiences of others?
The following will preview some Saudi management models.
***

Al-Auqailat for Logistic Services
The experience of ‘Al-Auqailat’ in transport, guarding and trade between Najd and Iraq on one hand and linking them with Syria and Egypt on another hand, is a very old logistical experience that dates back to more than 200 years. The notion of ‘Al-Auqailat’ business is based on the profession and the group, rather than on the tribe or the city. It is (in itself) a developed institutional organisation at that time. The Auqaili – namely the person belonging to Al-Auqailat family – can be from any tribe or family but they become closely related to each other in the journey of the convoy and the unified syndicated work.
Al-Auqailat were famous for their adaptation and development according to the economic and political events taking place in the Arab region and they dealt with all major events since the establishment of the first Saudi state up to the modern Saudi state, in a professional way that always sets priorities for the benefit of the work, as mentioned in the book titled Najdis Beyond the Boundaries Al-Auqailat. The Auqailat convoys served as a post office in the areas they roam, and it is also a company for land transport, a company for selling livestock, mainly camels and horses, as well as a company for agricultural reclamation in Al-Zubayr in Iraq and a company for pre-paid security guarding, long before this concept was known for the modern world, and finally it serves the greater business (namely trade in general) including diversified goods according to the desires and demands existed between the exporter and the importer.
Al-Auqailat drew up an unwritten work charter that inspires a very high standard union thought which they practice in their daily lives, namely seriousness in work, loyalty to the trusts or responsibilities they bear and adherence to religious rituals. All these traits made them a good example of the Muslim worker and trader. The strangest thing is Al-Auqailat’s rapid adaptation to the events. When the digging of the Suez Canal began, they participated in the process of digging and supplying meats to workers as well as their experience in building the new cities and reclaiming lands in Zubayr; a matter that unveils a very progressive thought. Nowadays, we have a difficulty in persuading the young people to work in Jubail and Yanbu. Al-Auqailat also dealt with political differences at that time as if they were Najd’s Ministry of Commerce which deals with everyone in a way that achieves the interests of traders. A good example of this can be traced in their negotiations with the Ottomans in Iraq, the Egyptians and the tribes of the entire Arabian Peninsula. The lesson learnt of Al-Auqailat’s experience and their children, who are entering the labour market today, is that they are an essential and genuine part of this country, and their experience in comprehensive management is an original and innovative Saudi one, as it provides integrated solutions that take into account the difficulty of the economic and climatic conditions during their field work. Nevertheless, they established something from nothing through hard work, despite the lack of resources and the hard work they practiced.