Traits of Egyptian Manager

7/30/2019 Traits of Egyptian Manager

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Sahar Al-Jobury, Karim El-Zayat, Ali Hassan, Ahmed Khairy, Galal

Hussein, Wessam El-Sawaf, Mohamed Khudairi


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To compare the characteristics of Egyptian

managers as outlined below to those of US and

Indian Managers

Abstract Reasoning

Accommodation

Aggressiveness

Assertiveness

Cautiousness

Ego drive

Ego Strength

Empathy

External Structure

Flexibility Gregariousness Idea Orientation

Risk Taking Self Structure Skepticism Sociability Thoroughness Urgency


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The ability to detect mathematical and logical patterns in

various series and sequences of numbers and letters.

This is a sub-set of intelligence and an important

component in problem solving. Those with higher levelstend to be somewhat more expansive in their ability to

handle complex or multidimensional problems. They are

likely to have the ability to apply or modify general

problem-solving techniques in new situations and will

often develop new skills informally, without participation

in well-structured training programs. Those with lower

levels tend to be more concrete in their approach to

problem solving.


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Measures affability, or friendliness in

personal interactions; a willingness to be

helpful and provide service. Individualswho score high on this trait have a need to

be liked, they respond to recognition, and

they work hard to please others. They will

usually seek out situations in which they

can demonstrate their compassion.


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Measures domination and ascendance overevents and others. Individuals who have high

scores may tend to be heavy-handed intheir approach to getting their way. Whilesome degree of aggressiveness is valuable, itmust be tempered with a good level of self-discipline, empathy and thoroughness, if it isto be used in a positive manner.


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Indicates the positive forcefulness a person will useto control a situation; it is the ability to expressone s thoughts forcefully and consistently,

without having to rely on anger. Those scoringhigh in this quality will often be able to be directand straightforward even when addressing asomewhat unreceptive audience. Individualsscoring low on this measure may be lesscomfortable expressing themselves forcefullyand may back down or be reactive in certainsituations.


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The degree to which a person is hesitant andcareful in making decisions. Thischaracteristic relates to the care with whichone evaluates situations or materials andtakes action. High scores on this trait arelikely to indicate a tendency to be deliberate

and careful when making decisions. Thosescoring extremely low on this quality arelikely to be more impulsive or intuitive in theirapproach to decision making.


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Ego-drive is the inner need to persuade othersas a means of gaining personal gratification.

The Ego-driven individual wants and needssuccessful persuasion as a powerfulenhancement of his or her ego. Ego-drive isnot ambition, aggression, energy, or even awillingness to work hard. Rather, it is aninternal gratification that comes from gettinganother person to say yes.


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Resilience is the self-confidence and ability tohandle rejection and accept criticism in amanner that is positive and growth oriented.

Individuals with a healthy, intact ego have apositive picture of themselves. Liking andaccepting the way they are allows them tofunction at or near the top of their capacity. On

the other hand, individuals scoring low on thistrait may be preoccupied with conflict or feelingsof inferiority, thus reducing their effectiveness.


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Empathy is the ability to accurately sense thereactions of another person and to

objectively perceive their feelings withoutnecessarily agreeing with them. An empathicindividual, therefore, has the capacity toappropriately adjust his or her own behaviorin order to deal effectively with people.


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Measures the degree to which a person issensitive to the environment and the

structure that exists. Individuals scoring highin external structure are sensitive toexternally defined rules, policies andprocedures. They operate with somesensitivity to authority and will generallyprefer a working environment in whichdirection is set.


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An indicator of flexibility/inflexibility.Individuals who rank high in this quality are

generally willing to modify their approach aschanging conditions or circumstancesrequire. They can easily "change gears" torespond to the input and feedback of others.Those who score lower may be moretenacious in holding onto their views and lesswilling to modify their position.


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Measures gregariousness or buoyancy, andoverall optimism. It reflects a comfort with

people and crowds. Individuals who aregregarious are extroverted, ebullient andoptimistic. Gregarious people are outgoingand enjoy working with large groups.


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Measures originality or creativity. Individualswho score high on ideational items show an

orientation toward creative problem solving,idea generation and concept development.Lower scores may indicate a preference forpractical or concrete solutions.


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Determines an individuals willingness to takenecessary risks. It is a sense of adventure; an

optimistic desire to try new things. It doesnot necessarily imply recklessness (i.e., onecan be a cautious risk taker). Individualsscoring low on this scale tend to preferconventional or well-established methods asopposed to those in which failure mightoccur.


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Measures an individuals ability to determineand direct his/her own priorities. Individuals

ranking high in this area are self-defining.They typically establish and manage theirown agendas. Those scoring low in this areatend to enjoy variety, can be distractible, andmay require some direction to gain focus.


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A concern with the attitudes of others towardsoneself. Individuals scoring high on this

quality tend to be suspicious of the motivesof others. In many roles a degree ofskepticism can be helpful in making correctjudgments. Low levels on this scale generallysuggest a degree of trust or naivet.


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Measures sociability: the ability and desire tobe with and work with people. Individuals

who rank high in this quality enjoy being withand working with others. More specifically,they relate well in one-on-one and groupsituations. They are likely to have a largecircle of close friends.


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Measures an individuals attention to detail andtendency to persevere. Individuals who score

high in thoroughness tend to be careful andwill take ownership of the jobs assigned tothem. Those who score lower may be moreexpeditious than thorough.


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A measure of an individuals sense ofimmediacy. Urgency is an inner-directed and

focused need to get things done. Extremelyhigh scores indicate impatience or unrealisticexpectations. Low levels indicate patienceand potential complacency.


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Problem Solving: Abstract Reasoning Flexibility Idea Orientation

Thoroughness Cautiousness Risk taking Urgency

Interpersonal: Accommodation Empathy Gregariousness Skepticism Sociability

Personal Organization: Cautiousness External Structure Risk Taking Self-Structure

Thoroughness Urgency

Leadership: Aggressiveness Assertiveness

Ego-Drive Ego-Strength Empathy Risk Taking Urgency Cautiousness


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Being an Egyptian Manager

Intercultural adaptability and readiness forchange is minimal.

Project need to be carefully analyzed step by

step to make sure that all risks have been

assessed and understood.

Approach to Change


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Approach to time and

Priorities

Deadlines and timescales are fluid.

Agreed deadlines are more likely to be met.

Patience is the key to succeed.

Egypt is a relationship driven culture taking the

time to get to know someone will always take

precedence over any timelines.


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Individual Ideal Role Profile

For Egyptian Managers

Leadership

Presents goals, strategies, vision and tactics is High. Sells ideas, gains support is High. Provides direction, sets standards and defines expectations is Medium.

Delegates responsibilities is High. Provides coaching, mentoring and feedback to develop others is Medium.

Interpersonal

Initiates new relationships is High.

Maintains existing relationships is High. Cooperates with others is Medium.

Listens and adapts to feedback and other points of view is Medium. Accepts and responds well to supervision is Medium.


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Problem Solving/Decision Making

Recognizes problems, issues, and opportunities is Medium. Analyses underlying issues and root causes is Medium. Evaluates and considers alternative options and solutions is Medium. Develops an implementation plan is Medium. Makes decisions is High.

Personal Organization/Time Management

Independently sets goals, objectives and priorities is High. Works well within established rules, regulations and procedures is High. Efficiently manages time and priorities is Medium. Follows through to ensure timely completion of tasks is Medium. Works to ensure accuracy in completion of tasks is Low.

Individual Ideal Role Profile

For Egyptian Managers


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Egyptian MGR In Local Environment Egyptian MGR in MultinationalEnvironment

Take Decisions Based on his own Concern Take Decisions Based on Board Committee

Not always stick to the rules Always stick to the rules

Personal Relationship can interfere in the

Business

Personal Relationship never interfere in the

BusinessSome MGRs may not have Leadership skills MGRs must have Leadership skills

Low Opportunity to learn from WorkingEnvironment.

High Opportunity to learn from WorkingEnvironment.

Low Job security & Stability High Job security & Stability

Working conditions in not Interesting Working conditions is interesting


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Sampling Designa. Probability Sampling:Stratified Sampling

b. Non-Probability Sampling:Convenience Sampling: Using our network of

Egyptian managers/ employees

Sample Size220 individuals.


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Data Collection Methods Primary Data :Data gathered from the survey by spreading

questionnaire to the samples previouslymentioned.

Secondary Data :

Data which already exists, collected from thestudies and statistics published on theinternet.


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During the month of Ramadan, we will

distribute the questionnaire and follow up

to ensure data collection.

This would be followed by data analysis and

comparing it with that of those of US and

Indian Managers.


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We will draw conclusions and draw the

graph.

Documents

Traits of Egyptian Manager