MBA608 Leadership And Organizational Development

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MBA608 Leadership And Organizational Development

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MBA608 Leadership And Organizational Development

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Course Code: MBA608
University: University Of Fujairah

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Country: United Arab Emirates

Question:
Any topics below related to Organizational behavior and Leadership being faced in the respective organization you selected in your Assignment No. 2 including issues, challenges,changes and more. Put emphasis on the leadership and organizational development experience/process. 
 
1. 5 spaced, 12 font size, Times New Roman.2. Between 2,500 words to 5, 000 words. (see the attached template) or 5-7 pages if applicable.3. Provide a Title Page (Students’ Name, ID Number, Course Name/Code, Faculty name)4. Submit only the soft copy via Moodle.5. 20% and above hits in the plagiarism report would mean non-credit/resubmit.6. The citations of references in the text should be according to APA style. A minimum of 3 references will be required. 
 
Please take note that the Assignment/Research paper is more on academic paper. In your Assignment No. 2 you participated in an activity which showcase your leadership ability thru productive social responsibility and involvement. The Assignment/Research paper is more on what leadership style come out in the activity you did. You just have to write on it as a case study where leadership as a term can be defined or the term is evolving. 
Answer:

According to Al-Mezaini (2017), leadership often entails activities geared towards ascertaining that the activities which accrue to followers are subjected to adequate processes that relate to communication.  Among the institutions keen on performing its leadership mandate in the UAE is Red Crescent.
The organization aims at providing humanitarian aid voluntarily to individuals victimized by war or even natural calamities. The achievement of the goals set by Red Crescent UAE is often because of teamwork among volunteers and the organization’s employees. The research aims at investigating processes relating to leadership as well as organizational development with regards to UAE Red Crescent’s operations, especially where the movement’s teams are involved.
Background
Dorsey (2017), explains that the UAE’s Red Crescent Society was established in 1983. The organization is considered to be affiliated to the International Federation of Red Cross and Red Crescent Societies. However, its recognition by the Federation was an occurrence that became evident in 1986. The main objective that catapulted Red Crescent’s formulation in the UAE was to ensure that official authorities would access the support necessary when peace prevailed, or war broke out. Sheikh Zayed bin Sultan Al Nahyan was instrumental in the foundation of the authority.
Diversity at Red Crescent UAE
Dorsey (2015), asserts that Red Crescent is among the most acclaimed organizations globally whose functions are not government affiliated. Currently, the organization has established its societies in 178 nations. The team has a diverse group of individuals required to operate for the fulfillment of its mandate. Its branches which are established oversees are in Sudan, Somalia, Palestine, Kosovo, Indonesia, Albania, Afghanistan and in other regions where 100 individuals are recruited. The volunteers are not subjected to a criterion that is discriminatory during selection irrespective of their backgrounds which are diverse.
Foundations that relate to the organization’s structure
The structure adopted by Red Crescent is an expression of the values as well as the practices affiliated with the movement. In 1965, the proclamation which was made in Vienna served to forge the bond that exists between the Red Cross and the society (Khan, 2015). The organization is founded by acting impartially while displaying humanity. In addition, Red Crescent must operate independently to ensure that its autonomy is maintained. Moreover, its services are to be voluntarily provided while under the guidance of unity of those called upon to be part of the teams formed by Red Crescent.
Organization Design
Red Crescent majorly comprises of a development department which ensures co-operation with the teams formulated. The teams are formed by the youths, individuals offering services whose nature is voluntary, HR in addition to finance and the departments dealing with logistics as well as properties (Reardon-Anderson, 2018).  Some of the facilities which are created are intended to act as the system which offers the support required. The units include the departments mandated to raise funds required for humanitarian efforts and the sections which offer leadership. Other sections for procedures that relate to planning, conducting assessments and evaluations. Moreover, reports are also generated in respect of the activities undertaken in designated regions.
Organization culture
Dorai (2017), explains that the culture established by Red Crescent is driven by the need to avert ailments by providing healthcare while managing the disasters which might have prevailed. Moreover, its endeavors stress the importance of collaboration with other leaders such as His Highness Sheikh Mohammed bin Rashid Al Maktoum to mobilize efforts whose scope is a national. The essence of the provision is that emergency operations geared towards providing relief can be adequately coordinated.
Red Crescent UAE Leadership traits
Darbandi et al. (2017), explains that Red Crescents teamwork endeavors are governed by traits including compassion to offer assistance to individuals who are vulnerable. Moreover, inclusivity ensures that diversities are effectively accommodated. The activities of the organization communicate reliability to the regions where it might be relied upon to counter unfortunate occurrences.
Transformational Leadership
Red Cresent UAE is renowned for the formulation of teams whose leadership can be categorized as transformational (Reardon-Anderson, 2018). For example, in the wake of the disaster evident in Sri Lanka, US$2 million was the amount advanced by the government for donation purposes by Red Crescent. However, the contributions that the society gathered in the UAE amounted to US$20 million. The outcome was that Sri Lanka was able to receive supplies which amounted to 75 tonnes (Wukich & Khemka, 2017).
Most importantly, the impact on the groups involved in the procedures regarding the provision of the aid mandated relied on how leaders treated the individuals who formulated their teams. Among the measures taken for the mission’s success is that the capabilities of the people who were part of the team were evaluated. The outcome led to the designation of responsibilities that better capitalized on their capacities.
Strategic Leadership and Change Management
Scholars such as Dabal et al. (2016), indicate that the leadership provided at Red Crescent is endeavored to develop strategies that would ensure that communities are adequately assisted.  The implication is that teams which are self-managed are formed for the various fields in which some help might be mandated. The society’s leaders assume a role crucial for the motivation of volunteers and respective employees who are part of Red Crescent’s teams (Reardon-Anderson, 2018). Moreover, opportunities are provided for the parties that might be interested in offering some services that their communities might be deprived of.
Crisis Leadership and the Learning Organization
Red Crescent leaders are greatly immersed in ensuring that the teams engaged in crisis aversion can manage the disasters encountered efficiently. For example, in 2010, the Red Crescent Society based in Palestine was engaged in various forms of work in the community to ensure that there was a reduction with regards to the risks that disasters portend. The capacities for managing anticipated disasters were enhanced owing to the programs implemented to educate volunteers. Learning paved the way for an improvement of the capacity at which the enterprise could operate in regions such as Gaza and East Jerusalem.
Evaluation and discussion
Political environments that depict hostility underscore the continued reliance on Red Crescent. The society is not only instrumental in providing the aid required, but also in guaranteeing that the stability of the regions involved is maintained. Such efforts emanate from the leaders’ initiatives to foster conditions that allow individuals to co-exist peacefully (Reardon-Anderson, 2018). The challenge the society faces relates to aid acquisition. Moreover, the teams must be subjected to different forms of programs that aim at preparing them for the situations they are to encounter in regions which are prone to disasters.
Finding
Extensive automation is necessary to simplify the efforts undertaken by Red Crescent. Intelligence available through channels for communication which are effective would help to avert the challenges portended for Red Crescent security-wise. The result is that the feasibility of the numerous projects that the organization’s leaders plan can be subjected to some thorough scrutiny.
Future Work
The areas that require focus include the skills that Red Crescent teams have that enable them to handle conflicts adequately.  The techniques through which the organization can facilitate regional dynamics must also be determined.
Suggestion and recommendations
Red Crescent should seek to perfect the strategies it relies on for communication. The implication is that community input that would help to avert losses from regional conflicts would be available. Moreover, services provided to cater for emergencies can be adequately elaborated to cater to the citizens involved.
Conclusion
Red Crescent’s role is essential in availing humanitarian services. Its leadership determines the outcomes feasible.  Moreover, the objectives set can be achieved where leaders can inspire desirable actions.
References
Al-Mezaini, K. S. (2017). From Identities to Politics: UAE Foreign Aid. In South-South Cooperation Beyond the Myths (pp. 225-244). Palgrave Macmillan, London.
Dabal, L. M. A., Mohmamed Reza Rahimi Shahmirzadi, S. B., Abro, A., Zaki, A., Dessi, Z., Al Eassa, E., … & Alwan, A. M. (2016). Crimean-Congo hemorrhagic fever in Dubai, United Arab Emirates, 2010: case report. Iranian Red Crescent Medical Journal, 18(8).
Darbandi, A., Mashati, P., Yami, A., Gharehbaghian, A., Namini, M. T., & Gharehbaghian, A. (2017). Status of blood transfusion in World Health Organization-Eastern Mediterranean Region (WHO-EMR): successes and challenges. Transfusion and Apheresis Science, 56(3), 448-453.
Dorai, K. (2017). Islamic NGOs assistance to Syrian refugees in Jordan and Gulf donors support.
Dorsey, J. (2017). The Gulf Crisis: the Small States Battle it Out. The Turbulent World of Middle East Soccer, 25.
Dorsey, J. M. (2015). How Qatar is its own worst enemy. The international journal of the history of the sport, 32(3), 422-439.
Khan, S. M. (2015). UAE’s Operation Restoring Hope. Defense Journal, 19(2), 25.
Reardon-Anderson, J. (2018). The Red Star and the Crescent: China and the Middle East. Oxford University Press.
Red crescent.af. (2018, September 10). ?Organizational Chart | Afghan Red Crescent Society#
Wukich, C., & Khemka, A. (2017). Social media adoption, message content, and reach: an examination of Red Cross and Red Crescent national societies. International journal of emergency management, 13(2), 89-116.

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