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This group of people has special prerogatives concerning the cultural peculiarities of Oman. The xanith are allowed to avoid all restrictions that produced for men due to the question of female seclusion (Archer and Lloyd, 102).
It should be admitted that in Oman xanith are a social phenomenon and a part of their culture. This people are regarded as “a space between roles of men and women” (Archer and Lloyd, 103). Therefore, such addition to a gender division is considered to be relevant and useful for Muslim culture in general and Oman culture in particular.
Such representatives as xanith are possible to apprehend as transsexuals in our society. It is worse to admit that such minorities can evoke contradictions in some group of people. Nevertheless, we live in democratic society that is why we are in need to express loyal and moderate attitude to different representatives of
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In this paper the organizational behavior of Oman Air will be analyzed by making use of McKinsey 7-S framework and SWOT analysis of the company will also be carried out to understand clearly the operations of the company. Upon analyzing the company the organizational structure of the company will be analyzed and recommendations will be made for changes that must be made effective within the organization.
Apart from these quality features, Oman Air is also valued highly for its overall business professionalism and is immensely recommended by its loyal stakeholders for its regularity and service brilliance among others. Oman Air began its journey in the year 1993 (Oman Air, 2012).
Oman's National Economy is focused on investments of 12mn by 2020 (Lancaster, 2011). There is a clear intention of the government to make a large contribution in GDP of the country. Airports and infrastructure of the country are assisted through investments and developments of Oman’s tourism industry.
The countries forming this cooperation are rich and amongst the largest exporters of gas and oil in the world. These countries share a common religious, historical and cultural background as they form part of the Arab world (Latham & Watkins, 2009). They also share common economic practices such as dependence on expatriates especially in the private sector, young and rapid growth of the local labour population, and reliance on petroleum products (Latham & Watkins, 2009).
In compliance with its agreement with the WTO pertaining to the liberalization of the telecom sector, the Government of Oman has opened up Oman Telecommunication.30% stake in the company was sold at the Omani Stock Market in June/July2005, with 9%sold to specific pension and charitable funds.
es in more than 35 countries around the world (IKEA, 2008b), the company is considered as one of the biggest international retailers of affordable furniture products such as economically designed bed, tables, chairs, vase, plates, and wall shelves among others (IKEA, 2008d).
To ensure that the country’s needs of light products are met, the first Refinery in Oman, the Mina Al-Fahal Refinery, commenced its operations in 1982 with an initial design capacity of 50,000 bpd by utilizing Omani crude oil. The Refinery later increased its capacity gradually to 80,000 bpd by the year 1987 and then to 85,000 bpd by 2001.
Most of the experiences such as music events are intangible which means that customer cannot experience the service until it is purchased. Therefore, communication is a key feature is minimising doubts in the minds of consumers. Experience