Comprehensive Professional Development Plan for Real Estate Management

The assignment is designed as a Professional Development Plan tailored for individuals in the Real Estate Industry, particularly focusing on those involved with international markets such as Dubai and Europe. The plan addresses key areas like political, economic, social, technological factors via PEST analysis, and evaluates competitive forces using Porter’s Five Forces framework. It emphasizes skills enhancement and strategic understanding crucial for navigating high competition and regulatory challenges in the sector.

Running head: STRATEGIC MANAGEMENT
Strategic Management
Student’s name:
Name of the University:
Author’s note:

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Table of Contents
Task 1: Strategic Management........................................................................................................4
1. Introduction..................................................................................................................................4
1.1 Company Overview...............................................................................................................5
1.2. Business Case.......................................................................................................................6
1.2.1 Issues in designing organisation for international environment.........................................6
2. Literature review..........................................................................................................................9
2.1 Entering global arena.............................................................................................................9
2.2 Designing structure to fit global strategy.............................................................................10
2.3 Building global capabilities.................................................................................................11
2.4 Transnational model of organisation...................................................................................12
3. Analysis and Restructure...........................................................................................................14
3.1 Design and restructure.........................................................................................................14
3.1.1 Internal structure of marketing department......................................................................16
3.1.2 External environment of Aldar Properties........................................................................18
3.1.3 Structural dimension.........................................................................................................18
3.1.4 Redesign of international environment for Aldar Properties............................................19
3.2 Monitoring process..............................................................................................................21
4. Recommendations......................................................................................................................21

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5. Conclusions................................................................................................................................22
Task 2: Professional Development Portfolio.................................................................................24
1. Introduction................................................................................................................................24
2. Critical Reflection......................................................................................................................26
3. Focused areas of development in professional life....................................................................28
4. Conclusion.................................................................................................................................30
PDP Action Plan..............................................................................................................................0
Reference List..................................................................................................................................0
Appendices......................................................................................................................................3
Appendix 1...................................................................................................................................3
Appendix 2...................................................................................................................................5

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Executive Summary
This report focuses on the strategic management of Aldar Properties organisation, which is in
Dubai, UAE. At the managerial level, strategic organizational failures occur due to the lack of
depth in corporate strategies. In Aldar Properties, the management is thinking to expand the
organisation in other parts of the world also; therefore, the Board of Directors gave the charge to
make strategies of the global expansion of the organisation. However, a marketing department
could not do this job well. In addition, I have been given the charge to frame the
internationalization strategies of the organisation. In this report, in the first part of the report, the
business case of Aldar Properties has been discussed with the issues faced by the organisation. In
the second part of the study, focuses mainly the literature review section. In the literature review,
a theoretical framework has been given in entering an organisation in the global arena.
Moreover, designing structure to fit the global strategy and building global capabilities are some
of the spheres discussed in this structure. In the latter part of the study, analysis of restructuring
of the strategy has been given to changing the strategy based on the findings of the organisation.
In this section, internal and external organisations have been discussed. Structural dimensions of
the organisation need changes as it is going to entre global market. In entering the global market,
the organisation can partner with the global organisation for growth and they need to focus on
mainly cultural diversity.

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Task 1: Strategic Management
1. Introduction
This report will highlight the strategic management failure of organisations and the
redesign of the specific structure that could help organisations to escape from this phase. As
stated by Hill et al. (2014), at the managerial level, the failure of organisation’s strategic context
is occurred due to the combination of four major factors that are communication, coordination,
collaboration and control. In this project, the focus will be on Aldar Properties PJSC organisation
and its specific issues faced in while they are trying to expand the company in the international
market. This report will shed light on the organisation design and the corporate strategy of the
chosen organisation, strategic planning and the change management issues of the organisation in
designing of the international environment. In the first part of the project report, a business case
of the organisation in an international environment will be explained by instances of the media
report. In addition, in the second part of the study, a literature review will be conducted based on
the scholarly articles of the international environment redesigning. Through the literature review
section, organisational structure design issues will be delineated with the theoretical insights of
the subject. In the following part of the project report, the analysis of chosen department of the
organisation with the external environment of the organisation will be highlighted. The
restructuring of the strategies and the departmental work will be highlighted in the following
structure. Most importantly, some of the possible recommendations will be provided at the end
of the report.

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1.1 Company Overview
Aldar Properties PJSC organisation works in real estate development, investment and
management and it has it headquarter in Abu Dhabi. Aldar Properties PJSC was founded in the
year 2005 and it has been in the real estate industry by doing significant works like development
of projects and buildings, real properties, hospitality and national housing. It made projects such
as Al Jimmi Shopping Centre, Al Raha Beach, Al Raha Gardens, Abu Dhabi Central Market and
Yas Island (Marina Circuit for Ferrari World). The owner of the organisation is Abu Dhabi
Institutions. This company is currently doing its operations in the development and re-
development within the UAE, Abu Dhabi (Aldar.com 2017). This organisation is trying to
reshape and increase the urban fabric in Abu Dhabi. The operation of the organisation is done
only in UAE, however, it has projected from the international companies. Aldar Properties has
its share in Abu Dhabi Securities Exchange. This organisation operates to a high standard of
corporate governance and it offers sustainable business with ongoing value for the shareholders.
Vision:
Aldar Properties wants to be the most trusted and famous real estate lifestyle developer in Abu
Dhabi and beyond
Mission statement:
Aldar Properties wants to maximise the stakeholder value through passion and manage quality in
living spaces
Values:

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Aldar Properties seeks to create quality, desirable destinations and comfortable living that can
enrich the lives of the Abu Dhabi residents and the tourists that are coming to the UAE. Aldar
provides emphasis on values like team spirit in working, ambition to strive for better and
commitment that helps to take responsibility and diversity in the workplace to respect people's
opinions and culture.
1.2. Business Case
I have been working in the Aldar Properties since 2010 and I have been working there as
GIS manager. I am in the organisation's Master Planning Department. I am currently working in
the Design and Master Planning Department responsible for the effective management of Aldar's
Geographic Information Systems, Property Registration. My responsibility in the organisation to
drive the Aldar GIS strategy and action plans. However, the organisation has been thinking over
to expand the business in an international environment. The marketing department of the
organisation is trying to research the international market in which part the organisation could
expand and design its business. However, the Board of Directors is not satisfied with the works
and strategies the marketing department has made. Therefore, I am going to evaluate the chances
of restructuring the designing organisation for the international environment.
1.2.1 Issues in designing organisation for international environment
Aldar Properties has decided to make the movement of the business in an international
environment. The Board of Directors of the organisation have given the responsibility to the
marketing department of the organisation so that they could design an internationalisation
strategy of the organisation so that the business could enter the international environment.
However, the marketing department yet not made a global expansion strategy of the organisation
and the business is doing well in the local market. The localisation of the business defines the

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adaptation of services or products that meet the language, requirement and cultural aspect of the
specific target market (Shafriz et al. 2015). In addition, Aldar Properties is one of the leading
organisations that provide world-class services to the people of Abu Dhabi. Moreover, the
organisation has been doing the project of Abu Dhabi local government and community welfare.
However, the organisation intends to move the organisation in the global market and the
marketing team has been documented to make a suitable strategy in order to enter the global
market. The Board of Directors briefed that the marketing department should research the global
market and suggests some of the potential markets for Aldar properties. However, the team
leader in the marketing department could not motivate the staffs so that they could bring out
good results for the organisation. In addition, a 4 member's team visited the UK in order to
research about the real estate market in the year 2016 and another team of 5 members visited
Germany in order to take account of the real estate market to understand the potentiality
(Aldar.com 2017). Additionally, internationalisation is about the developing and designing the
plan that could remove the barriers in localisation includes the structure of the organisation,
regulations, cost calculation, currency issues, payment methods and political risks (Daft 2015).
Aldar Properties has already ventured with international companies in making their
project in the Abu Dhabi; however, they did not do any project in the international arena. The
organisation has been following the structure that could be helpful in the local market and it is
less complex; however, in expanding the business in the international market, the organisation
needs complete restructure of the company structure (Aldar.com 2017).
Aldar Properties has been in the real estate field and it has no global presence yet. The
organisation might face issue while venturing into the international market due to laws and
regulations varied in international spheres. Till now, the organisation has been following only

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UAE laws, now the organisation needs to follow different laws in different countries. Tax
implication, trading laws and employment laws are some of the spheres where the organisation
needs to bring changes.
Aldar Properties needs to learn about the global pricing strategy as the organisation has
been trying to enter the global market and the brand position needs to enhance so that the pricing
could touch the international standard. The marketing department did not figure out which
pricing strategy will be helpful for the organisation in Europe. In addition, universal payment
method is needed in order to expand the international market as determining the acceptable
payment method is very important for an organisation to flourish in the international market
(Waldman and Jensen 2016).
One more issue that the marketing team could not comprehend is the cultural diversity in
the international market. The marketing team has decided to recruit from the Abu Dhabi people
in the international market; however, the polycentric recruitment strategy has some issues in the
international market. Aldar Properties will not get the chance to recruit people from the
international country with the polycentric approach as the lack of coordination will be seen in
this approach. The people from the host country will not be able to understand the market
conditions of the foreign countries. Good communication is required for the organisation to
follow in the international market and the marketing department has not understood yet the
appropriate communication strategy in international environment designing (March 2013).
I'll try to provide the Board of Directors a summary of the identified issues for Aldar Properties
in expanding the business and the departmental issues in the marketing department. Moreover,
the marketing department is a failure in designing organisation international environmental

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strategy. I am going to discuss the theoretical framework of the issues and the process to
redesign the internationalisation approach of the organisation with an appropriate strategy.
2. Literature review
2.1 Entering global arena
In recent times, most of the large organisations are doing business in global scale as the
awareness of global borders is reducing day-by-day. The global organisations are trying to keep
the CEO who is not from the host country and the trend is popular due to the broad marketing
aspect of the organisation. The world is developing towards the unified global field and another
factor is the world is interconnected through technology. As stated by Johnson and Mattson
(2015), development of technologies, communication, competition, transportation benefits and
landscape of marketing facilitate the international marketing of the organisations (Trudgen and
Freeman 2014). Headquarter of the organisations are trying to expand the market in global
sphere to have uniform speed in profitability and no company can escape from the global
influence.
There are certain motivations that facilitate the companies to enter the global market. The
trend of shifting the company's approach to globalisation can be reflected the shifting of the
global economy (Wach 2014). The first factor could be economies of scale as this trend started
with the Industrial Revolution as the companies were sparked by the large quantities productions
and the economic profit was larger than anything. The Economic scope is related to the offering
of the companies in the global market if the company is going to offer something new with low
cost, the economic profit will be large. The technological factor is an important motivation for
the organisation to succeed in the global sphere, in this scenario; the organisations need to

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improve the technology so that they could be entered in the global market. There are four stages
of international evolution:
Domestic International Multinational Global
Orientation Domestic Export Multinational Global
Stage of
development
Foreign
investment
Competitive
positioning
Explosion Global
Market potential Mostly domestic Large Very large Whole world
Structure Domestic
structure and
could export
International
division
Worldwide
geographic
products
Matrix
Table 1: Four Stages of International Evolution
(Source: Daft 2015)
2.2 Designing structure to fit global strategy
As opined by Waldman and Jensen (2016), when organisations try to venture into the
global market, the managers try to strive global strategy for the organisation. However, the
organisations face one issue related to the dilemma between global standardisation and national
responsiveness. Global strategies of the organisation are related to the low-cost products, high-
quality and the doing the business by merging into another organisation. When an organisation
tries to expand the business, the organisation starts to follow social and economic changes. The
organisations need to follow the international division as the organisation till now follows the
national structure for the organisation and in international structure needs to provide equal status
to the major department (Dachs et al. 2014). In addition, global product structure is commonly

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used by the managers in effective management in a variety of business in the international
sphere. This product structure provides effective control on competition in the international
market. In addition, product structure helps to keep control in production and sales around the
globe. Moreover, the organisation needs to divide the global geographic structure as this helps
the organisation to segregate the division into a geographic group by giving the functional
activities to the geography. However, in each geographic region, the companies can use different
cost, marketing and production. The growth of the organisation in each geographic region is
evaluated after the penetration of the international market. In each geographic region, the
organisation faces the issues of the legal boundary and technological limitation. In this scenario,
most of the large organisations use the Global Matrix Structure as this structure provides help in
horizontal and vertical coordination (Harrison 2017). In multinational organisations, geographic
distance has been differentiated by the coordination among the departments with making a
balance.
2.3 Building global capabilities
In order to build the global capabilities of the organisation, the organisation needs to
transfer the products, ideas and services from host country to foreign land. In this aspect, the
multinational organisations try to expand the business by increasing the capability of the
organisations. However, the challenges in expanding the business are huge:
When an organisation enters the global market, the organisation faces trouble in external
and internal levels. The organisation faces the issues related to the structure that it operates. The
changes in political, governmental, social, cultural and economic factors can impact on the
structure of the organisation (Wach 2014). The complexity will increase and the infrastructure of
the organisation related to the communication and transportation needs to be developed. The