Programme BBA 2nd year

Date
Translation by English Department
Member Name AZHAR OSAMA OMAR ALATTAS
Member Number 19513BA3F
Section (A): (A):

Some of the functions of Human Resources Management are to develop job descriptions, define the
required tasks as well as the work rules, policies and regulations and monitor the execution of work by
employees to achieve the desired goals. The HR management must cooperate with the following
sections within the organization to ensure successful implementation of goals:

1- Employment Section: it provides skilled manpower with the needed experience through making
job advertisements and holding interviews. This section shall be in direct contact with the
employees so that they are appointed in the appropriate posts according to their potential and
capabilities.
2- Promotions Section: - it provides the necessary information for employees who are involved in
the promotion processes, for within this section all the necessary records and data about the
employee's performance and behavior within the company are maintained. Human resources
department is really concerned with best performance and candidates therefore, the planning
process aims at evaluating available resources and planning required human resources in the
future through either improve the workers or hire new staff. At the end of the planning process
the manager can be aware of future needs and can search for new candidates. Recruitment is
about finding the most appropriate candidates, but this process usually costs a lot.
3- Organization: One of the tasks of human resource management is to organize the company's
administrative structure. This process has several goals such as specify tasks and responsibilities,
reduce duplication, organize transferring of orders from leaders to employees, cancel
unnecessary tasks, and urge workers to exert more effort.
4- Department of Employees' welfare: This section is in charge of protecting employees against any
hazards or risks at workplace during the execution of work through adopting the standards of
security and safety. In addition, this section organizes training the new employees as well as the
current staff in order to develop their capabilities and acquire the needed skills. This is achieved
through establishing various workshops or courses and joining specialized training centers.
5- Medical Section: This section is concerned with maintaining the health condition for working
employees through hiring specialized health doctors where to provide the first aids necessary in
case of injuries to be transferred then to the required hospital. This section does not offer
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 treatment for employees yet, it provides information and first aid treatment of minor initial
injuries only.
6- Payroll: It means specifying the employee's payment in return for his work; it can be in the form
of money or benefits such as extra holidays, car, phone or other benefits which indirectly added
to his salary. Each company has different philosophy concerning its compensations; some
companies pay only what they have to pay while others pay more than the market price. Factors
which affect the evaluation of material compensation: skills, experience, worker's
responsibilities, profits, work nature, worker's performance, the company's size and activities.
Compensation differs according to the place and laws of countries. Tax calculations differ
according to the compensation type i.e. moral or material, the company has to specify what suits
it and the employee before deciding the amount of compensation.  The value of additional
compensation paid by companies to employees can reach 40% of the salary taking into
consideration the net value of the salary. Some companies may give 100% of the salary as
compensation, but this is nothing if the basic salary is 75% of the appropriate compensation
estimated by the market. Some think that the company should have a large budget to provide
compensation while in practice there are a lot of ideas which can replace compensations if the
companies have limited resources.
7- Industrial Relations Section: it maintains good industrial relations between the different
departments and provides joint consultation. It also deals with external bodies, unions, labor
syndicates for defending the rights of personnel.

Section (A): (B):

1. Job analysis: It is a process of full examination of a job in order to identify and define the basic
characteristics and tasks to be executed by employees and its relation with other jobs enlisted in
the organizational structure. There should be a periodic update of each job analysis as tasks and
activities change and alter from time to time and there may be new tasks added that should be
assigned to an employee.

Functional analysis should include the following factors:

• All tasks and activities of a job.

• The methods that should be adopted for the implementation of jobs.
• The qualifications, specifications and characteristics that must be possessed by the job holder,
such as educational qualifications, training, experience and mental and physical features.
• Identification of the supervisor as well as the work team (subordinates).

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2. Equal Opportunity Policy: it means that every member within the company shall have the same
opportunities to develop, promote and obtain all privileges without regard to gender, age,
personal relationships, kinship… etc. according to the principle of impartiality. The policy of
equal opportunities shall be adopted when there is a new position in the institution and a contest
for internal appointment will be held. The selection must be fair and unbiased to choose the most
qualified and most experienced person. There are some companies which may practice racism
policy, meaning that certain nationalities are appointed in the top positions despite the existence
of other more efficient members yet belonging to other nationalities. This leads to racial
discrimination, incompatibility and raises conflicts. Racial discrimination is mostly practiced in
business organizations on basis of gender. Thus, HR Manager should ensure that an equal
opportunity policy is applied and all employees are treated equally.
3. O&M studies: When employees used to carry out a group of tasks individually, a lot of time and
efforts have been wasted. Since then, the managements of the different organizations and
enterprises begin to adopt the principle of labour division which has assisted in the improvement
of the employees’ performance and the saving of the consumed time in executing the defined
tasks. Thus, labour division implies the execution of a number of works and activities by a group
of employees who turn to be expertise in the specialty or filed of the assigned tasks. There are
two methods of labour division namely; the O&M studies and the Work study which analyzes
the production circumstances attempting to search for means for reducing the time consumed in
production and improve productivity as well. On the other flip, O&M studies are studies
focusing upon the means used for dividing labour for the aim of reducing the number of the
different work activities carried out such as the stationary tasks which take more time than
needed. In other words, this type of studies sheds the light upon the current situation in order to
minimize as much as possible the unimportant procedures, reorganize work and re-distribute its
tasks according to the working employees, the channels of communications used and the
technological level attained. In order to achieve these goals, the next steps should be taken:
3.1. Determining the main task and selecting the related functions and activities to be studied and
analyzed.
3.2. Collecting all the needed information to be checked and the needed plans are developed for
the purpose of improving the general performance and clarifying for every employee the
tasks assigned to him.
3.3. Preparing all the requirements needed for implementing the developed plans.
3.4. Monitoring the implementation process and adding the necessary modifications appeared
during the practical application of plans.

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Section (B): (A):

Organizational behavior: it examines the information related to the behavior of individuals within
institutions through the scientific study of their behavior separately and in organizational groups. It also
helps anticipate the behavior of individuals and their causes and how to deal with them appropriately.

Organizational behavior is concerned with the following factors:

- The objectives for which the company has been established.

- The behavior of individuals and the pressures that may be exposed upon them and their
consequences.
- The work and functional relationships between individuals inside the company and the
relation between the whole organization and external parties and parties, suppliers,
customers, etc.
- The organization as a social organizing consisting of individuals and different groups and
how they coordinate.

The influence of external environment upon the behavior of employees inside organizations:

An organization is also defined as the structure of a social system consisting of different individuals
and groups working together under a unified goal. In the 16th century, a model for attempting to
interpret and control human behavior has been developed by Machiavelli according to which it is
assumed that people's behavior is characterized with mistrust and suspicion, and that the appropriate
way to control their behavior is cruelty and deception, or any other means by which such behavior can
be controlled. In modern times, a contrary approach has appeared analyzing the human behavior and
searching for means to control it in a modern scientific way namely; the classical school. It has
generally assumed that individuals are lazy by nature and prefer not to be assigned with work and thus,
they are unable to organize and plan work and they are irrational and emotional.

Organizational Culture is a set of values and concepts that employees believe in and which helps
internal integration between them. A strong culture helps external interaction as well. Certainly, the
culture of each organization is unique and different and it should be developed in conformity with the
formulated policies and plans to achieve harmony and cohesion.

Types of culture:

• Entrepreneurial Culture: it encourages creativity and facing risks and focuses on rapid
interaction with external variables for meeting the needs of customers and achieving

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 successful results. It allows span of freedom to employees and delegates them to make
decisions and organize work.
• Mission Culture: it focuses on achieving external defined goals such as achieving a high
market share and high productivity.
• The culture of the group: it focuses on fulfilling the needs of workers, to ensure their work
satisfaction.
• Bureaucratic culture: it adopts power and forceful means to oblige employees abide by the
work rules.

Influence of organization's culture on companies:

 It reflects the management style used by managers to attain the organization's goals concerning
the leadership type and method of making decisions and solving problems.

 It affects the organization performance and contributes to achieving efficiency in the

organization.

 Prevailing culture rules inside the organization affect the organization's ability to adapt with any
change.

 Establishes the organization's reputation and enhances its stability as a social system through
workers feeling that they belong to this organization and committed to each its goals.

 Encourages specific patterns of individual and collective behaviour inside the organization

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Section (B): (B):

Organizational conflict is one of the main causes of work disruption and chaos in business
organizations. Conflicts can occur between individuals as organizations due to struggles over control or
post or promotion. It subsequently affects the productivity of employees and the general performance of
the whole organization.

Types of conflict development:

There are different levels of organizational conflict: at the individual level, it occurs when two or more
individuals cannot reach agreement on a goal or a mission. At the collective level, it occurs when an
individual faces a certain a situation when he has to choose among a set of several alternatives. As for
the organizational level: It takes one of the following forms:

• Horizontal conflict: it occurs between employees or departments of the same organizational

level.
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 • Vertical conflict: it occurs between a supervisor and his followers at work when they do not
agree on an appropriate way to achieve goals.
• Organizational conflict between personnel and consultants: It takes place over resources or
the participation in decision-making.
• Role conflict: It occurs as a result of occupying multiple roles in the same field.

Causes of organizational conflicts:

• Managerial communication problems: most of these problems are due to misunderstanding or

a lack of clarity of communication lines and channels. A good communication helps reduce
risks and avoid managerial conflicts. In this regard, one of the obstacles to managerial
communication is the individual differences between employees.
• Obstacles to organizing or problems caused by the organizational structure : examples of
these constraints are the establishment of weak organizational structures which results in the
lack of competence and specialization and the ineffective distribution of duties and
responsibilities upon employees.
• Obstacles of the environment: such obstacles appear in the internal and external
environments and are represented in the use of poor communication channels or the absence
of scientific methods and healthy working environments, which eventually lead to low
productivity and increased costs.

There are some other causes which are:

1- Mutual reliance between individuals in relation to the implementations of activities.

2- The reliance on another group to undertake business.
3- The difference in the duties and responsibilities of jobs for individuals and groups.
4- Unclear methods, goals and policies adopted by units in the organization concerning the
implementation of some activities.

Levels of conflict:

 First level: the conflict is not recognized, but some factors affect the relation between different
parties such as competition for limited resources or the division of goals.
 Second level: the conflict is recognized without having any previous precedent; for example, one
party misunderstands the other party.
 Third level: the behaviour shown by each party reveals that a conflict has occurred.
 Fourth level: in case there are satisfactory solutions, relations between parties will be developed;
otherwise, conflicts will get worse.

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Conflict management at the workplace: organizations are greatly concerned with conflict
management because of the increased focus on globalization and the decreasedreliance on local
governments and authorizes in undertaking business. Harrigelhas devised a method for managing
conflicts based on two elements:

 First: one party of the conflict realizes that what he is going to gain will be at the expense of the
other party.
 Second: both parties get positive resultsand consequentlygreat satisfaction will be gained.

In case of conflicts, managements tend to use one of the following methods:

1- Withdrawal: a manager stops performing the job duties for a short period of time such as not
attending a meeting or not responding to a memorandum in case the problem is minor or the
manager has a weak personality or there is another person who can find satisfactory solutions.
2- Alleviation: the manager adopts a strategy which suggests that the conflict will be gradually
solved, so parties should cooperate with each other.
3- Compromises: the manager finds a solution that provides satisfaction for all parties.
4- Enforcement: the management uses the power of law to solve the conflict, particularly in
emergencies.
5- Confrontation: the management adopts the scientific methodology, the evaluation system and
studies different alternatives to find satisfactory solutions.

Some strategies can be employed to find solutions as follows:

 Citing the reasons of conflicts and dealing with them.

 Adopting the methodology of human relations rather than the bureaucratic methodology.
 Changing and modifying the internal policies.
 Forming permanent teams to encourage teamwork.
 Using downward and upward effective communication.
 Designing training programs that are based on the scientific methodology.

Conflict management contributes to making significant changes and realizing the differences in the
values and culture of individuals and organizations.

Section C (A):

Teams: they are small groups of persons who are assigned a task to be performed,and each
member has a certain role. Teams are formed to attain one goal at a specific period of time, and the
number of members is small, sothey are carefully selected. In addition, each team has a leader who

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determines the responsibilities of members and achieves harmony among them. Teams are formed
according to some standards such as loyalty and harmony between their membersand other standards as
follows:

 The team's goals: they refer to the goals which teams seek to attain, and they can be modified
according to the organization's policies. The goals should be obvious, measurable, realistic, and
are implemented during a period of time.
 The members' goals: agreement between the team's goals and the members' goals should be
achieved for the purpose of attaining the main goal of the organization.
 The personalities and skills of members: personalities of members should be analyzed to
determine their points of weakness or strength. Concerning skills, some jobs require specific
skills in order the member to able to play his role.
 Effective communication: effective and modern means of communication should be provided
whether internal i.e. among the members or external i.e. between the members and other
organizations. Effective communication is highly required and different barriers should be
avoided to receive good feedback.
 Support: sponsors play a significant role in raising the morale of the team members in difficult
situations and in providing them with different needs.

Types of teams:

- The functional work teams: This kind of teams could be found in the organizations with the
traditional organizational structure which are distinguished with the stable environment.
Members of these teams are from the same department. The responsibilities and authority of the
leader are determined clearly.
- The multi-functions team: This team includes employees from different business units who have
particular skills and experience. This team is formed to develop a product, to solve a particular
problem or to exploit the available opportunities. Members of this team work under supervision
of one manager. This kind of teams could be found in the organizations which work in a quick-
change environment such as communication companies and computer companies in order to
respond market requirements and satisfy customers’ needs.
- Quality control teams: These teams consist of a group of employees who work in the same
business unit. Employees join these teams is voluntary. Members of these teams meet together
regularly in order to discuss the problems which happen to the production and its quality and to
offer their suggestions in order to improve the product/service.

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 - Self-directed work team: This team consists of a group of people who have the ability to run
their business and establish their route to achieve their goals depending on themselves. The
members work in one business unit and have the required skills and resources to achieve their
goals. The team determines the required training courses and provides them. All members
participate in the process of decision making. The good-established team can achieve several
benefits such as; reducing the costs, improving the quality of the products and services, and
creating the flexibility of the work environment.
- Virtual teams: This kind of teams is formed as a result to the development in the field of
information technology and communications which affects the organizations. The relationships
among team members are based on knowledge, experience and information.

The advantages of teamwork:

1- Achieving cooperation and strengthening support among the membersas they have one goal
which is achieving success, so personal competition is reduced.
2- Smoothly and freely exchanging information upwards (from the team members to the
management) and downwards (from the management to the team members).
3- Decisions are made immediately, which saves considerable time and encourages the members to
be highly committed to such decisions as they take part in making them.
4- Creating a highly stimulating working environment which avoids isolation and develops the
common identity.
5- Praising the members for their collective performance to reduce absence, negligence and avoid
conflicts.
6- Having a collective responsibility towards the tasks to be performed and encouraging initiatives
and creativity to improve the skills of members.
7- Faster response to environmental variables and effective delegation by managers.
8- Forecasting problems and finding appropriate solutions, enhancing the communication skills
among the members and reducing the reliance on job description.

Disadvantages of teamwork and work group membership:

1- There is no room for individual distinction; as any accomplishment belongs to the whole team.
2- Many conflicts coming out of envy and jealousy due to different characters and conducts.
3- Emotional problems resulting from dividing the team or ending its activity.
4- It could work as an independent entity working against the organization's benefit.

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 5- Group work is time consuming and expensive because members are removed from their individual
activities. Also, frequently in groups there is indistinct individual answerability for errors.
6- In spite of being a team work, there will be personal accountability in the taken risks.
7- Team work can lead to over confidence which can lead in turn to disasters in performance

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Section C (B):

Leadership traits: they can be innate or acquired, and they are defined as the mental characteristics,
personal abilities and practical skills of leaders and they include:

- Having an average intelligence, a sound point of view, and complete self-confidence.

- The ability of creating good relations and establishing effective communication.

- To be honest, friendly and active

Types of leaders:

- Traditional leaders:they are chosen based on previous experience, but usually this kind of leaders
is persons from royal families, so leaders are not chosen based on qualifications. Leadership
cannot be inherited i.e. the son of a leader who has a charismatic character and from a royal
family may not have the same traits.
- Appointed leaders: they are selected based on previous behaviour and achievements, but both
characteristics are not regarded as a guarantee that they will be effective leaders. In addition,
performance efficiency is not guaranteed as it is important for subordinates to trust the appointed
leader and believe that he has the required leadership traits.
- Situational leaders:they deliver an excellent performance at emergencies or crises such as natural
crises. An example of the situational leaders is Winston Churchill.
- Charismatic leaders: they should have the charismatic personality i.e. the ability to encourage
others to show loyalty and enthusiasm at work. The charismatic traits include various skills,
good relations, critical thinking, respecting different points of view and analyzing situations.

The concept of management in any organization is based on the chief executive officer who is
responsible for a number of department managers such as the HR manager. The latter is in charge of
helping the CEO in categorizing jobs such as technical, engineering and administrative job, in recruiting
candidates based on the needs of other department managers and the business type, indetermining the
responsibilities of jobs and the qualifications and skills of their holders based on the job description,in

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designing the remuneration system and employee performance system, and in solving the problems and
complaints of employees.

The managerial grid: Robert Blake and Jane Mouton have identified five different leadership styles
according to two main dimensions; the concern for people and the concern for production. Each
leadership style refers to different degrees of concern for both production and people,and each style has
a specific figure.The leadership styles include:

1- Improvised management (1, 1): this kind of leaders show a low concern for both production and
people, so this leader does not attain any goal related to boosting the production level and does
gain the satisfaction of employees, and consequently disputes and conflicts are escalated at work.
2- Produce or perish style (9, 1): this style shows a high concern for production at the expense of
people,and it represents the management principles adopted by Fredrick Taylor in his theory of
scientific management. Leaders stress the importance ofexercising power and absolute control
over subordinates to undertake work, and they focus on one goal which is producing good results
regardless of the feelings of employees.
3- Country club style (1, 9): this style shows a high concern for people at the expense of attaining
the predetermined production goals. In addition, it mainly focuses on human relations and seeks
to settle disputes that may arise between the employees.
4- Middle-of-the-rood style: the leaders of this style act according to the situation; leaders may
adopt the style (1, 9) to deal with the employees, but they adopt the style (9, 1) to boost
production.
5- Team style (9, 9): this style shows a high concern for both production and people as leaders
believe that collective work mainly leads to attaining the production goals. Moreover, they stress
the importance of the human element, the fulfillment of human needs, and the effective
participation of employees in determining goals and in devising implementation methods.This
style of leadership raises team's spirit, promotes cooperation and helps in establishing good
relations among the employees and between the employees and leaders.

Section D (A):

It is important to consider the sponsors of an exacting training incident; they are the ones who
pay in return of a direct benefit i.e. what is done, how, when and what are the results. It is also
important to consider the directing supervisors or employees, as training has to be accompanied with
analysis; performance and good evaluation which if cancelled create a lot of problems with employees
i.e. lacking the ability to manage them. There are also the teachers or tutors; they guarantee that aims
and contents suit the trainees' current ability. Then, the employee is asked to participate in certain

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events to see practically what he learned. Trainees and their participation is a stage in estimation and
analysis. Employees interested in their career, have pre-understanding of the activities and the
probable requirements in a day off or through short courses.
The main factors considered when analyzing training requirements& designing training
programmers including targets:
1. The targeted audience: Management board and high managers; this group depends on the
financial outcomes and how to get them through technological strategies rather than executive
ones. The producers should be innovative and the place has to be good and comforting in order
to attract others. However, short notes are to be written concerning those who didn't attend plus
those who left early. Technological experts and administrative employees: they are the ones
who are aware of the content and the facilities as well as importance of attendance as a result of
their experience. They should apply modern studying courses, magazines and various field
courses. In addition they expect discussions and feedback concerning their efforts, their
earnings, and their losses and so on. Employees & Supervisors: they value matter and facilities
so much. Furthermore, at least one lesson should be given per lecture. When handling theories,
approval or refusal should be explained.
2. Time: A lecture should be 30:90 minutes depending on the subject handled, with a break in the
middle. Giving a long lecture or more than one requires some activities and breaks to avoid
boredom. Hence, there should be time for team work and feedback. Long-term periods: they are
considered for those in charge of technical studies and syllabus courses when preparing a
project or technical and functional development. Organizations sign a contract with those
institutes to keep the employees working for a period of time following their educational course
or promoting them.
3. Size: is the group's size coming out of (1) the numbers desiring delivery of the subject, (2)
expectations as leading courses are expected to be one by one, (3) the big groups are asked to
sit and listen while smaller groups are allowed to participate, (4) the institution in charge: the
one that runs the incident internally and takes full control will have small educational courses
or seminars to strengthen the event, (5) the person or the institution presenting the event: people
tend to attend for a famous lecturer or presenter. Consequently, the subject should be
interesting associated with some facilities, (6) the subject itself, and (7) a group's variety is
considered through age, gender, experience, functional background, the function, the
certificates, location, nationality, culture, language, disability and the financial status.
Instructors should comprehend the difference.

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 4. Tools and resources used in education process: They include white boards, mobile
billboards, vertical show equipments and boards, slide shows including PowerPoint, imitation
equipments and labs, organizing technical and functional libraries, video tapes, computers and
internet, studies and playing roles.
5. Educational environment's type should consider the following: Physical aspects: they
reflect training integrity and value. They include the Physical environment's evaluation i.e.
points of strength and weakness, expecting subjects and valuing what is done and collecting
resources plus additional activities. Behavioral aspects: They appear as a result of the previous
aspects, taking much concern in inner facilities i.e. cleanliness and decor and outer facilities

Section D (B):

The goals of management development:

1- Developing the skills of human resources within the company.

2- Acquiring the ability and administrative effectiveness of the company as a whole.
3- Promoting the process of administrative body development to be adapted to changing tasks and
environmental variables and be able to manage the development process efficiently and effectively.
4- Evolving both functional and organizational concepts, trends, knowledge, skills, and structures as
well as working systems and methods.
5- Establishing an organizational climate adequate for innovation and positive interaction between the
administrative body and the environment.
6- Raising public awareness of the importance of goals development so that individuals can be ready to
participate in the success of development.
7- Consolidating the civilization dimension of development process through capitalizing on
contemporary human experiences
8- Upgrading, developing, simplifying, and adjusting both systems and methods of the administrative
work in the light of functional variables.

Succession planning:

Succession planning can be defined as the process of determining and assessing new employees who
will succeed those who have retired or died in order to provide them with necessary skills and
experiences that qualified them to perform certain roles either currently or in the future. In other words,
it includes the following steps:

1- Appointment and recruitment of outstanding individuals.

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2- Training and development of employees’ knowledge, skills and capacities.

3- Performance management and compensation.

4- Talent management to keep outstanding employees or replace them with others more
professional.

Meanwhile, succession planning is a process to identify the leaders who may hold the
main posts or perform the vital roles within each department. Those entrusted with the process of
succession planning should take the strategic vision and goals of the institution into consideration.
Based on good succession planning, a staff member will be able to play newly leadership roles if any
other member leaves or retires from working. Consequently, he should have the skills required to hold
the vacant post. Moreover, Succession Planning helps develop and retain a superior workforce within an
institution. Therefore, top management will be able to pay more attention to the future goals of the
institution. The following elements should be taken into consideration when drawing up succession
plans:

 Strategic plans and future goals.

 Requirements of the labour force.
 Knowledge and maintenance of vital roles.
 Strategies for talent management.

On a related level, there are three main models used by institutions to plan for succession including
short-term planning or emergency replacements, long-term planning or managing talent, or a
combination of the foregoing types of planning. Each institution should take its goals and levels of staff
commitment into consideration before choosing the model adequate for its needs.

Recently, human resources experts emphasize the need for new trends of succession
planning and systems of talent management. They pay more attention to develop both skills and
knowledge of individuals working inside the institution in order to be ready for holding any vacant
posts. Succession planning helps adopt a strategic approach for developing leadership skills and
evaluating staff members’ skills and capacities.

Succession planning is used for achieving a number of goals as follows:

1- Improving the process of appointment of main posts. Developing successors potential in

the long-term through ensuring career growth, analyzing working methods and
responsibilities, and determining skills and knowledge required for the future.

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 2- Reviewing talent management inside the institution which contributes to distributing
responsibilities, formulating development strategies, and attracting top skilled employees.

3- Attracting and preparing skilled and talented staff members who have common skills,
knowledge, experience, and values in order to hold leadership posts in the future.

Administrative development is that planned change focuses on improving the effectiveness of an

institution management and strengthening its capacity to face various challenges. It is also a long-term
plan for improving, renewing or changing the method followed by the institution management to solve
problems. The following example is for an institution working in water production and distribution in
which the main goals of administrative development department include:

 Applying a professional management method that is based on modern and effective

administrative principles and practice.

 Managing and developing human resources professionally to increase their efficiency and
motivation.

 Developing, protecting and maintaining the water resources of the institution to ensure an
adequate water supply for the future.

 Maintaining the systems of production and distribution effectively.

 Providing immediate and effective services for consumers which may contribute to
enhancing its image as a supporter to the society.

Broadening the work activities and developing the administrative structures and the working methods
are the top priorities of an institution management and technical development. Therefore, superiors who
entrusted with the process of management development determine the skills and qualifications required
to be found in successors who may hold the vacant posts after the retirement of senior employees. A
professional successor may contribute to increasing the level of efficiency of the institution rapidly
because the results of their effective and professional performance appear shortly after appointment.

Meanwhile, succession planning is a costly process because skilled successors are usually highly-paid.
In case that the institution management has discovered that a successor has deceived it about his skills
and capacities, it may face high risks due to wrong appointment. The cost of these risks may increase,
particularly if the institution management has recruited individuals from other states.

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