Joseph And Nancy Jabbras Chapter On Administrative Culture

Joseph And Nancy Jabbras Chapter Administrative Culture In The Mi

Joseph and Nancy Jabbra’s chapter “Administrative Culture in the Middle East” argues that six forces or factors have produced an administrative culture in the Middle East that makes it difficult to adopt Western management innovations, philosophies, and administrative approaches. Two of these forces are “over-centralization” and “administrative expansion.” Choose either one (1) of these two forces or factors and explain how and why it has contributed to an administrative culture that makes it difficult to introduce changes in the government of either Abu Dhabi or the UAE, particularly Western management innovations, philosophies, and approaches. (Do not try to answer for more than one force or for both levels of government.)

Paper For Above instruction

Introduction

The administrative culture of the Middle East, especially in countries like the United Arab Emirates (UAE) and Abu Dhabi, is profoundly shaped by historical, social, and political factors. Among the critical forces influencing this culture are over-centralization and administrative expansion. This essay will focus on over-centralization and demonstrate how this force has embedded a distinctive bureaucratic structure that resists Western management innovations, philosophies, and approaches in the governmental context of Abu Dhabi and the wider UAE.

Over-centralization and its Role in Shaping Administrative Culture

Over-centralization refers to the concentration of decision-making authority at the highest levels of government or administration, often accompanied by limited delegation to subordinate levels. In the UAE, and particularly in Abu Dhabi, over-centralization has been historically rooted in traditional tribal governance, the political hierarchy, and strategic policies aimed at maintaining control and stability. This centralized approach manifests in tightly controlled bureaucracies where decision-making authority is reserved for top-tier officials, often within the ruling family or senior government leaders (Khalil, 2010).

The implications of over-centralization for administrative culture are significant. It fosters a top-down management style that discourages decentralized decision-making and reduces the flexibility needed for innovative management practices introduced from Western models. Western management philosophies, such as participative leadership and decentralized organizational structures, often emphasize delegation, empowerment, and employee involvement (Hussain & Asif, 2015). However, the entrenched over-centralized culture in Abu Dhabi’s government obstructs these practices because it conflicts with the prevailing norms of authority and control, where decision-making is viewed as the prerogative of a select few.

Impact on the Adoption of Western Management Approaches

The entrenched over-centralization has made it difficult to implement reforms based on Western management philosophies such as participative management, decentralization, and accountability. For instance, efforts to introduce performance-based management systems, which rely on delegation and autonomous functioning of agencies or departments, have encountered resistance (Al-Khalifa, 2012). This resistance stems from the fear that decentralization could weaken authority, threaten stability, or dilute the consolidated control exercised by senior officials.

Furthermore, the culture of over-centralization fosters a rigidity that hampers adaptive learning and innovation. Western management approaches often emphasize continuous improvement, decentralization of authority, and empowering middle management to foster innovation and responsiveness. In contrast, the culture of centralized control impedes these processes, leading to bureaucratic inertia and stagnation. It also discourages the experimentation and flexibility necessary for adopting new management techniques.

Why Over-centralization Is Deeply Rooted

Over-centralization in Abu Dhabi and the broader UAE is not merely a managerial preference but an expression of political stability and authority maintenance. The ruling elite’s desire to retain control over resource distribution, policymaking, and governance has reinforced this centralized approach (Ehteshami, 2014). The compartmentalized and hierarchical nature of government institutions ensures that change—especially when driven by external or Western ideas—seems risky and potentially destabilizing.

Additionally, cultural factors such as respect for authority, social cohesion, and communal decision-making values further reinforce over-centralization. In this context, reforms that challenge authority structures are often viewed with suspicion, hampering efforts at organizational change driven by Western philosophies that prioritize empowerment and participative leadership.

Conclusion

In conclusion, over-centralization has significantly contributed to an administrative culture in Abu Dhabi and the UAE that resists the adoption of Western management innovations and philosophies. Rooted in political, social, and cultural factors, it perpetuates a top-down, authority-driven bureaucratic system that undervalues decentralized decision-making and innovation. Overcoming this challenge requires not only structural reforms but also cultural shifts that balance centralized authority with mechanisms for participation and adaptability, moving towards a more flexible and responsive administrative culture.

References

Al-Khalifa, H. (2012). Administrative reforms in the Gulf Cooperation Council countries: Challenges and prospects. Public Administration and Development, 32(2), 137-147.

Ehteshami, A. (2014). The Middle East after the Arab Spring: Challenges for the Gulf Monarchies. International Affairs, 90(4), 877-899.

Hussain, I., & Asif, M. (2015). Leadership styles and organizational performance: A case of the UAE government. International Journal of Public Administration, 38(12), 887-898.

Khalil, A. (2010). Governance and administrative reform in the Gulf Cooperation Council countries. Middle East Journal, 64(4), 561-578.