DU Limited: Analysis of Chief HR and Administration Manager Role

This report provides an analysis of the management and organization of DU Emirates Integrated Telecommunications Group (DU Limited), focusing on the role of the Chief Human Resources and Administration Manager. The report outlines the manager's key functions, including HR strategy development, talent management, policy formulation, and performance management. It delves into the managerial levels, required skills, and challenges faced, such as change management, leadership development, performance appraisals, and health and welfare. Furthermore, the report examines how DU Limited's organizational behavior, including employee mentoring, training, and an open-door policy, supports employee development and fosters a positive work environment. The analysis draws on various academic sources to support the findings and provide a comprehensive understanding of HR management within the organization.

Running head: DU LIMITED MANAGEMENT ANALYSIS 1
Management and Organization
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Institution:
Affiliation:

DU LIMITED MANAGEMENT ANALYSIS 2
Management and Organization –DU Emirates Integrated Telecommunications Group
DU Emirates Integrated Telecommunications Group is a company offering mobile, fixed
telephone and broadband services. The organization’s operations are based in the United Arab
Emirates. The company began the telecommunications business in 2007. The company has a flat
organizational structure and there are different managerial functions. The role that will be
reviewed is that of the chief human resources and administration manager.
Functions and Roles of Chief HR and Administration Manager
 Establishment and implementation of HR efforts that communicate and support the
mission and vision of DU
 Development of HR plans and strategies to support business objectives of DU
 Strategic business partner that advises the board of DU on HR matters.
 Ensure there is a solid succession and talent management plan
 Strategic human resource planning for the organization
 Ensure staff recruitment and policy is done as per HR policies
 Steer training and development plans for the organization.
 Development of compensation and benefit plans for DY
 Formulation of HR Policies and procedures
 Ensure that government labour laws are followed
 Steer performance management for all employees
 Coordinate relationships between the organization and staff unions
 Overall leadership and guidance to the HR department in DU (Roth,2014)
Managerial Levels and Skills of Chief HR and Administration Manager

DU LIMITED MANAGEMENT ANALYSIS 3
Managerial Level – Senior Management
Education and Experience
 A Human Resources or Business Administration degree from an accredited institution.
 MBA in Human Resources or any related field
 Minimum 15 years experience, with five years of executive HR experience
 Membership and Certified Professional in a Human Resource Body (Mills et al,2015)
Competencies
 Business Savvy
 Integrity
 Relationship Management Skills
 Leadership
 Expert in HR Matters
 Diversity Awareness
 Critical Evaluation Skills
 Great in Consultation
 Superb Communication Skills
Challenges Faced by Chief HR and Administration Manager
Change Management – The manager faces challenges when the organization has to
change a strategy and not all employees understand its importance (Galvin, 2014). Getting the
whole organization to embrace change management can be quite a challenge
Leadership Development – Identification of employees who can be potential leaders can
be a challenge. It is sometimes difficult to identify talent in an organization like DU with over
2000 employees. Sometimes the direct supervisors do not encourage their employees to develop
hence it may take a while before some talent is discovered.

DU LIMITED MANAGEMENT ANALYSIS 4
Performance Appraisals-Performance appraisals become challenging especially when
employees are rated as non-performing yet they feel that they are performing (Locke, 2015). It
becomes a challenge as many issues come out during appraisals and some managers use it as a
tool of punishing their staff.
Health and Welfare – Healthcare is quite expensive hence; it may be a challenge to cover
employees under very high limits due to other organizational costs incurred by DU. The Chief
HR Manager therefore finds it challenging to get a package that covers employees well but at a
cost-effective rate.
How Organizational Behavior at DU Supports Employee Development
Employee Mentoring- DU, through its Chief HR Manager has a mentorship program
where employees are mentored by their supervisors and also given a chance to learn other
departments. This has led to high staff motivation within the company.
Training and Development – Training and development is given emphasis. Employees
are constantly trained so that they are up to date with latest industry happenings and trends
(Locke, 2015). This has led to highly knowledgeable employees in the company.
Open Door Policy – The Company has developed a culture of open door policy (Galvin,
2014). This has brought about openness, which has led to a positive work environment within the
organization.
References

DU LIMITED MANAGEMENT ANALYSIS 5
Galvin, P. (2014). A new vision for the Journal of Management & Organization: The role of
context. Journal of Management and Organization, 20(1), 1.
Locke, K. (2015). Pragmatic reflections on a conversation about grounded theory in management
and organization studies. Organizational Research Methods, 18(4), 612-619.
Mills, A. J., Weatherbee, T. G., Foster, J., & Helms Mills, J. (2015). The New Deal, history, and
management & organization studies: Lessons, insights and reflections. Routledge
Companion to Management & Organizational History, Routledge, London, 265-284.
Roth, S. (2014). The multifunctional organization: Two cases for a critical update for research
programs in management and organization.