Information about Israel - Case Study Example

Essay about the country Israel Introduction Israel has a unique socio-economic status due to unusual terms of development and position in theadjoining Arab region. Present-day population includes a big percentage of immigrants that is steadily growing in spite of socio-political instability in the Middle East. Alongside with tourism, entrepreneurship, ecology or agriculture, national security is one of the most important issues for Israeli budget. Since 1950th Israel has been involved in numerous military conflicts with its Muslim neighbors; internal riots and unrest of the local minorities also hampers development of tourism, hi-tech industries, food industry etc. Business style of Israeli companies and corporations is also influenced by such factors as borrowing of innovations, linguistic diversity, cross-cultural relations, high immigration level, and religion. Knowledge of English and Hebrew is compulsory. The managers of public and private sectors should be well aware of specific character of domestic market, dominating marketing and managerial trends. Innovations Researching innovations in public sector management, the role of the Kibbutz and Histadrut can not be neglected. The Kibbutz is a multi-profile non-profit organization, which supports different social, ethnic and professional groups. It propagates democratic management style, social justice, mutual support and cooperation. Experience of the Kibbutz membership allows acquiring necessary managerial qualities such as social responsibility, activity or zeal. The branch leaders make decisions as to funds distribution, dominating management style, motivational system. The Kibbutz motivational system is based upon relational rewards. There is a tendency towards integration of innovative country club management and hands-on management styles. Using the country club style, the leader strives to create a favorable psychological atmosphere in the working team. Operating tasks are not of the primary importance, as the team should firstly develop an efficient management time and style to fulfill them. Combination of the above style and the Kibbutz experience allows creating a favorable and employee-friendly atmosphere in the department. Publiс sector managers and employees can get on well with different customers, in spite of their problems, requests and applications. Due to the country club management style they will be able to perform larger volume of work. Besides, they will feel moral satisfaction from working process and obtained results. Employee-centered management is promoted in the majority of state organizations and private companies. To achieve successful results employee-centered managers pay attention to good relations and cooperation in the working team. “Responsiveness to citizens as clients may be regarded as the Holy Grail of modern public administration. A responsive bureaucracy delivers services and goods to its destinations with optimal speed and accuracy.” (Vigoda-Gadot and Mizrahi, 82) Senior and top managers try to make work interesting and absorbing. Policy of threats and bribery is fully ignored. Employees and junior managers should be inspired by their work, although it seems to be dull and burdensome. The principle of system-imposed time allows top managers and heads of working teams to establish friendly relations with their subordinates. Also it promotes an exchange of professional experience and information between managers of the same level. Proper time-and-duty analysis will help to organize managers’ working day and assess managerial qualities required. Tea and coffee breaks at least twice a day will help managers to rest from work and discuss digress from work. They might come across fresh and innovative ideas. Many Israeli top managers even make questionnaires or discuss with the subordinates to how to improve working atmosphere and existing management style. The managers can submit their own proposal and innovative ideas. For instance, a flexible time-table of breaks is suggested. A room for rest can be organized and properly decorated. Employees can also play such games as table tennis, chess, and draughts in order to stay aside from work for a while. Cultural Specificity The Histadrut (General Federation of Labor) is a unique organization, which provides socio-economic support for trained specialists, state employees and other skilled workers. On the contrary from European countries, where role of trade unions has decreased within the latest decades, the Federation of Labor affects social protection of employees in public and private sectors. Public sector managers also are involved in the Histadrut programs of settlement, education or social support. Due to special funds they can pass advanced training or exchange experience with colleges from other departments/enterprises free of charge. “Membership in the Histadrut provides workers with comprehensive health insurance through its health fund and with mutual aid. The Histadrut operates a large network of social and cultural services, including day-care, rest and recreation facilities and old-age homes.” (Itzhak and Meshoulam, 233) Broad social support is important for public sector managers, who often have a fixed salary and can hardly afford extra medical care or visiting an expensive recreation center. As the Histradrut members they are entitled to legal assistance, social payments, compassionate allowances, disability grants, education grants, child support etc. The organization takes over some government functions and provides the managers with additional social protection and, thus, stimulates their work and operating atmosphere. Middle of the road management is propagated among public sector managers, because there is a reliable balance between achievement of tasks put by and favorable operating surrounding. This management style is universal and a head of any state department or organization can apply it. Due to appropriate atmosphere, computers, user-friendly software and interior, the managers’ productivity grows up. Israeli government has understood advantages of managerial innovations and increased management overheads. “Excellent managers in all sectors are expected to provide employees with supportive working environments. It is the managers’ responsibility to provide a vision, but at the same time, to provide the tools for translating this vision into actions.” (Vigoda-Gadot and Mizrahi, 81) Management culture and quality are the main goals in public sector, as competiveness on the domestic market is very high. Israeli managers work in the highly competitive and vulnerable region, as national and religious confrontations are frequent. Besides, public sector managers should take into account between cultural differences and traditions of the local population. Muslims, Christians and Jews have different holidays and feasts. In Israel public organizations, hospitals and public utilities are closed on Saturday. According to religious canons, Muslim managers must have a day-off on Friday. All employees and their customers (citizens) should be treated equally in spite of their religious, ethnic or social belonging. On the eve of Ramazan percentage of Muslim visitors grows up sharply, as they try to finish their affairs before the holiday. At the same time, amount of work increases on the eve of Rosh Hashanah or the Feast of Tabernacles. Experience and knowledge exchange is promoted. Experienced managers should devote extra time for management trainees; innovative management techniques are being introduced. For example, there are on-line workshops dedicated to solving of practical tasks of research. Along with their daily work, the managers take part in social programs, associations and charitable foundations under the aegis of the General Federation of Labor. Property rights Property right is vital for domain-specific region under discussion. Conflicts between Jewish majority and Palestinian minority are concentrated on household and land ownership. The conflicts have been starting from the period of the Ottoman Empire and provoked numerous riots on both sides. The Land Acquisition Law (1953), the Absentee’s Property Law (1950), the Absentee’s Property Compensation Law (1973) and other acts regulate relations between holders of right in this field. Military conflicts on 1950th – 2000th and influx of immigrants destabilizes the situation inside the country. Problems related to ownership impact Israel managerial style, as the public sector managers work with various groups of population. They should be careful and fair, working with land issues. All citizens have equal rights and freedoms, despite of their origin, religion or place of birth. Thus, managers also must be acquainted with this area of knowledge. Bibliography 1. Harpaz, Itzhak and Meshoulam, Ilan. “Israel: Exploring Management in the Middle East.” International Studies of Management & Organization, 24. 1-2 (1994): 231 - 242. 2. Vigoda-Gadot , Eran and Mizrahi, Shlomo. “Public Sector Management and the Democratic Ethos: A 5-Year Study of Key Relationships in Israel.” Journal of Public Administration Research and Theory, 18.1 (2008): 79 – 98. Read More