Understanding Organisation and the Role of HR
Products & services
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- Citizens in the 18 countries
- Private investors
- Public companies
- Partnering corporations
Purpose & Goals
NBAD has a vision to become the leading Arab Bank in the world. The organisational mission is for NBAD to provide strategic opportunities to its customers by providing exceptional services and providing unique products. The organisation looks to improve its loyalty to the stakeholders by respecting their heritage (Our Mission & Vision, 2014).
One of the most influential external factors of business processes in the NBAD is the economic conditions in the UAE region and other relevant regions. Global economic processes have a direct effect on the business performance level of the bank because it has invested in different parts of the world. For instance, the 2013 annual report of the company indicated that the global activities in the developed markets performed poorly on the part of the bank’s investment (Annual Report 2013, 2014). The main source of growth was in the emerging markets. According to the report, some of the economic factors that determine its annual growth include the monetary policies in its target markets. The company also relies on the interest rates offered by various central banks that form strategic partnerships to increase growth. Investment patterns for the organisation’s main customers are also an external factor that determines growth. In 2013, there was a tremendous recovery in the tourism, trade, and real estate industries and most of the new clients for the bank were investors in these fields. The UAE is an oil business hub, but the prices of oil have continued to increase, making this field very tight in the growth potential of the bank.
Political issues are also included in the external factors affecting the company. Operating in different nations attracts financial liabilities for the company in terms of taxes and operating costs. NBAD currently operates in 18 different countries, and it has to cushion the operating costs from the different nations. Some of the nations have enticing tax rates for foreign investors, whereas others have very strict foreign policies.
The company also faces external business factors in the form of social elements. Working in different parts of the world translates in the interaction with people with different cultural and social requirements. The company specialises in offering Islamic banking services, but it also has clients from different religious and cultural backgrounds. This diversity in customers means that the NBAD has to invest in training programs for its employees in different parts of the world to meet the requirements of the respective customers.
Legal requirements for NBAD also determine its growth in the UAE region and other international markets. The company has to meet the financial policies developed by the respective nations that host its business entities. The legal requirements affect the bank’s policies, and they also limit its growth in some nations because it cannot invest directly into these markets.
The NBAD has a hierarchical structure that is topped by a CEO. The company has four distinct functions including leadership, business management, enablement and control function, and the audit committee functions. The four structural functions in the bank integrate their activities to attain the organisational goals. The business management function handles the business processes within the organisation. The workflow of the organisation is designed in this function, and it deals with service delivery and sales of products. The top management administers the activities in this function to ensure the workflow is aligned to the organisational objectives. The leadership function is headed by the CEO, and its main task is decision-making about the business strategy and communicating with the stakeholders to determine plans for the NBAD. The audit committee is charged with investigating the efficiency of the activities in the entire organisation to highlight business risks and to provide recommendations for future strategies. The enablement and control function looks into operations management within the company.
How the four functions work together
The four most important functions in the company are the HR, IT, Auditors, and the leadership functions. The HR ensures that all the other functions have talented human assets, and the IT function ensures that all the processes in the bank run smoothly. The auditors are instrumental in evaluating the efficiency of the other functions in handling the workflow and attaining the short-term and long-term goals. The leadership function is in charge of developing goals and making decisions for the other functions. The four functions intergrate their efforts to optimise organisational performance.
Culture of the organisation
The core value of the company is to place the interests of the customers first. The company also values its employees, and it ensures that the organisational culture fosters effective teamwork. For instance, the company promotes recreational activities for the employees to create closer relationships with each other. The company also holds values that respect the people’s heritage by ensuring the Islamic values are upheld in the processes of service delivery. These values motivate the employees to portray their highest competence at work. The values also foster confidence in the company on the part of the customers.
- Expansion of the company
- Acquiring strategic partners
- Home market
- Wholesale network markets
- Building new franchise market
The company has a strategic plan to achieve tremendous growth within a short timeline. The plan is based on the expansion of the bank’s assets through acquisitions. NBAD strives to develop more branches in different nations, and its strategy and transformation committee is committed to pilot the company into successful acquisitions in different parts of the world. According to the company’s vision statement, its primary goal is to attain a leading status in the Islamic banking sector; hence, the growth strategy is strongly enshrined in acquiring entities in Islamic nations. The 2013 annual report of the NBAD revealed that the emerging markets, including the UAE have the highest potential to facilitate organisational growth for the banking sector (Annual Report 2013, 2014). The company is looking to identify potential entities that can be acquired within the emerging markets. The Strategy and Transformational Committee membership is in charge of approving business strategies for the company, and their current focus is expanding the NBAD to other potential emerging markets. The company has primarily targeted the Middle East, Asia, and Africa because they are home to the emerging markets. The NBAD looks to continue enhancing its strengths by focusing on the requirements of its strategic partners and customers. The leadership function of the company is committed to making strategic decisions that place the company as a core partner to the clients. The 2013 annual report of the company indicates that the company has developed three main pillars to attain its current objectives. The home market is the first pillar, and it entails the development retail and commercial business in the UAE. Wholesale network markets are the organisation’s second pillar, and building new franchise market is the third pillar.
Importance of HR activities
Reducing the size of the HR is a bad idea because the organisational strategy is dependent on the available human assets. The HR handles the workflow in the organisation; hence, it would be a big risk for the company to reduce it. It is also apparent that the company requires more employees to handle different projects faster and more efficiently. Organisational strategy without sufficient human resources cannot be actualised. The HR are in charge of handling the workflow, and there has to be sufficient labour for the company to attain its short-term and long-term goals. The company cannot afford to reduce the HR because there are to many tasks in the workflow.
The HR is responsible for talent management in the organisation. The line management depends on the availability of competent human assets, and it has to work hand-in-hand with the HR function to ensure there is good talent in the employee base. HR professionals are an integral part of developing high-performance teams in the organisation. The professionals are also charged with the development of good inter-employee relationships, as well as solving employee-management issues. The HR is also in charge of developing innovative ideas for the company. Reducing the HR will reduce the potential number of innovative ideas for the organisation.
Role of HR Professionals
HR professionals also help the management and their staff to have a better understanding of the organisational objectives. Line managers are not always acquainted with the talents held by the employees, and how to utilise the respective talents. The HR professionals are responsible for helping line managers to understand the employees and the utilisation of available talents to meet the organisational objectives. The professionals also help the line managers in reducing employee-employee conflicts. Conflicts in the organisation can lead to failure in attainment of goals because it erodes the cohesion required among the HR.
Success of organisation
The success of the organisation is dependent on the competence levels of the employees, and this is a function of the effectiveness of the HR department. The HR department has the responsibility of communicating the organisational goals to the human assets, developing teams to handle different projects, and developing an organisational culture to foster growth. These tasks are vital to the attainment of organisational goals. The HR department also promotes the attainment of the overall goals of the company by developing a communication channel that ensures every member of the organisation is responsible for their tasks in the workflow. The overall success of the business is dependent on the ability of the human resources to attain the short-term and long-term goals of the company. The business strategy assumed by the company is executed by the human assets; thus, the HRM must be involved in the development of an understanding of organisational goals for the employees.
List of references
Annual Report 2013, Web.
Our Mission & Vision 2014, Web.