Field Management Report

Question: Explore "Field Management Report". Answer: Introduction Emaar is a construction company heading from UAE established in 1997 in Dubai. Emaar is recognized as the largest real estate company in the region and became the first developer who offered freehold property in Dubai. Emaar adopted a diversification strategy in their business. Emaar is not focused on local projects in UAE but has diversified into international markets in the scope of growth for the company. Emaar is a developing that deals in commercial and residential property project (Huston, 2014). Discussion The competitive strategy that Emaar has adopted focuses on the growth of the company in a highly competitive market in its entire strategic business unit. Cost leadership strategy, differentiation strategy, and focus strategy are some of the strategy categorized under the competitive strategy, and Emaar has extensively implemented the differentiation strategy. The strategy allows Emaar to diversify the brand name in different markets and increase the reach of the company and expand its territory through penetrating other countries. The business strategy adopted by the company is to replicate their Dubai business model for their international markets through the maximization of their executive capabilities and competencies in the field of design, distribution, and project management (Vassilopoulou et al., 2015). Emaar does not believe in putting all their eggs in one basket. That indicates that they focus on all the market segments and thus are capable of minimizing their risk factors that are related to asset management. This provides the company with an advantage of the increase in investment and consequently maximized efficiency and effectiveness. The business model implemented by Emaar has a strategic advantage of the expansion of their developing operations worldwide by keeping their focus on their hold on lifestyle project. The strategies of the company are targeted to grab the opportunities that are building across the world and particularly in countries like Egypt, Arabia, Pakistan and Indonesia (Bodolica et al., 2015). Emaar is all set to adopt new ways to attain growth through environmental growth and business subdivision. The focus of the execution of the strategy they ensure the quality of their services like the timely completion of the international and domestic projects and are all set to integrate the recently acquired skills of WL Homes, Turner, and Hamptons. They are still hell bent in the consolidation of the dominant position they enjoy in the domestic market. Emaar has in possession an area of 16.8 million square meters of land for the purpose of their planned construction activities and another 6.5 million square meters of land bank in the region of Dubai via the JV with Bawadi. They have a major impact on the market supply by their magnanimous scale. Emaar is planning to expand in the education and healthcare arena in the MENA and Indian sub-continent region. The drawback Emaar faces is the limitation n the funding by the parent company for the purpose of the land acquisition and the construction related to the infrastructure. This overexposure could prove to be a disadvantage for the company Emaar has reached a saturation point which is indicated by the decline in the operations of their margins cost return equity and specifically limited funding strategy (Migdadi et al., 2014). Emaar has achieved this pinnacle of success through a very rigid bureaucratic style of leadership where the employees have no authority to use their creativity, imagination and ideas and opinions and blind have to follow the stringent guideline or rule or order set by the manager or the management. To avoid the negative impact created by the bureaucratic style of leadership that leads to lack of motivation and diminished job satisfaction, Emaar has adopted a motivational technique that inspires them from their accomplishments that they achieved previously by writing their feelings of accomplishment. This strategy helps the employees to get motivated from what they have already achieved and made them strive to achieve more (Ahmed, 2015). Conclusion The report could be concluded with the fact that the company and its success is highly dependent on the management practices the company has incorporated. The management practices are intricately weaved to enhance the work culture that reflects the fact that the company has achieved success in the country it originates from and now heading towards the international market with the conviction to conquer those markets as well. Emaar has adopted some unique motivational technique to encourage their employees to perform well that would reflect in the success footsteps in the field of real estate. Thus, the management practices adopted by the company have been the foundation stone on which the company is standing upright. References Ahmed, A. Z. E. (2015). The role of diversification strategies in the economic development for oil-depended countries:-The case of UAE.International Journal of Business and Economic Development (IJBED),3(1). Bodolica, V., Spraggon, M., Zaidi, S. (2015). Boundary management strategies for governing family firms: A UAE-based case study.Journal of Business Research,68(3), 684-693. Fouda, A., Shalaby, A., Farid, M. (2015). HEURISTIC MODEL FOR REAL ESTATE DEVELOPMENT USING VALUE MANAGEMENT TECHNIQUES. Open House International, 40(1). Huston, S. (2014).Real Estate Environment: Intelligence, analytics and strategy(Vol. 1). Simon Huston. Migdadi, M., Habib, T., Zumot, G. (2014). Real estate market online consolidation.International Journal of Business Information Systems,17(2), 153-197. Vassilopoulou, J., Tatli, A., Ozbilgin, M., Pinnington, A. H., Alshamsi, A. M. (2015). Identifying Effective Talent Management Policies and Practices in the United Arab Emirates (UAE).Comparative Political and Economic Perspectives on the MENA Region, 292.