Joseph And Nancy Jabbras Chapter On Administrative Cu 276398

Joseph And Nancy Jabbras Chapter Administrative Culture In The Middl

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 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.

Paper For Above instruction

The adoption of Western management innovations and philosophies within Middle Eastern governments, particularly in Abu Dhabi and the broader United Arab Emirates (UAE), has historically been challenged by deeply rooted administrative practices and cultural norms. Among the various factors identified by Joseph and Nancy Jabbra that shape this bureaucratic landscape, over-centralization stands out as a significant barrier to reform and modernization. This essay explores how over-centralization has contributed to a conservative administrative culture resistant to Western management approaches, analyzing its root causes, manifestations, and implications in the context of Abu Dhabi and the UAE.

Over-centralization in the administrative framework of Abu Dhabi and the UAE primarily reflects a historical preference for consolidated authority within a small leadership elite. Traditionally, decision-making powers are concentrated at the top echelons of government, often within the ruling families or senior officials. This concentration of authority is deeply embedded in the political and social fabric of the region, where centralized control is perceived as essential for stability, security, and continuity. The political structure emphasizes hierarchical control, with administrative decisions filtering downward through layers of authority, limiting the scope for decentralized decision-making or participative management approaches common in Western systems (Jabbra & Jabbra, 2007).

This centralization has created a bureaucratic culture characterized by rigidity, top-down control, and a reluctance to delegate authority. As a result, the organizational environment tends to resist change, especially when such change threatens established power structures or introduces new management philosophies that advocate decentralization, employee participation, and empowerment. Western management theories such as participative management, decentralization, and innovative organizational practices often emphasize employee engagement, autonomy, and distributed decision-making, which starkly contrast with the centralized, command-and-control approach prevalent in Abu Dhabi and the broader UAE. Consequently, these differences create significant resistance to adopting such innovations (Al-Khouri, 2011).

The persistence of over-centralization is reinforced by several factors unique to the UAE's political context. The ruling sheikhs and bureaucratic leaders often view centralized control as a means to maintain political stability and prevent fragmentation of authority. This preference for control also aligns with cultural values emphasizing hierarchy, respect for authority, and collective unity. The intense loyalty to the ruling families further discourages mechanisms that might dilute their authority or introduce competitive bureaucracy, as Western management practices tend to promote meritocracy and organizational transparency. These cultural and political factors intertwine to sustain the over-centralized system, making reforms that promote decentralization and participative governance difficult to implement (Bennett Moses & Howell, 2019).

Furthermore, over-centralization complicates efforts to modernize administrative practices through Western management innovations by creating a regulatory environment that is risk-averse and resistant to procedural change. Leaders are often reluctant to cede control or experiment with new models that could threaten existing hierarchies or challenge the authority of senior officials. This risk aversion, combined with the desire for political stability, produces a cautious administrative attitude that favors incremental rather than radical reform (Khalil, 2018). As such, even initiatives aimed at introducing modern human resource management, transparency, or performance-based evaluation systems frequently encounter bureaucratic inertia rooted in the over-centralized structure.

The implications of over-centralization extend beyond resistance to management reforms; they also influence the overall effectiveness and responsiveness of public administration in Abu Dhabi and the UAE. The concentration of decision-making authority can hinder innovation, delay policy implementation, and reduce accountability, thereby impeding efforts to incorporate Western-style governance models that emphasize transparency, accountability, and citizen participation (Lefevre, 2015). Additionally, this centralized approach can limit the development of more autonomous and specialized administrative agencies that are often considered essential in Western models for effective management and service delivery.

Despite the challenges posed by over-centralization, recent reforms in the UAE reflect ongoing attempts to balance traditional hierarchical authority with the need for modernization. Initiatives such as the appointment of technocrats, the establishment of specialized agencies, and the adoption of international standards in governance signify incremental shifts toward decentralization. However, the deep-seated cultural and political inclination toward centralized control continues to act as a significant obstacle to full adoption of Western management philosophies. A nuanced approach that recognizes the importance of maintaining stability while gradually introducing participative and decentralized practices may be more effective in transforming the administrative culture (Costa, 2020).

In conclusion, over-centralization has significantly contributed to a conservative administrative culture in Abu Dhabi and the UAE that resists Western management innovations. Rooted in political authority, cultural values, and a desire for stability, this factor sustains hierarchical control, inhibits decentralization, and fosters bureaucratic inertia. Overcoming these entrenched practices requires sensitive, gradual reforms that align with the region’s unique political and cultural context while progressively integrating modern management approaches. Such efforts can enable the UAE to leverage global best practices in governance and public administration, ultimately enhancing its administrative efficiency and service delivery.

References

• Al-Khouri, R. (2011). Decentralization and Governance in the Middle East: Case Study of the UAE. International Journal of Public Administration, 34(12), 773–785.
• Bennett Moses, L., & Howell, K. (2019). Administrative Reform and Governance in the Gulf States. Governance, 32(3), 515–530.
• Costa, A. (2020). Modernization of Public Administration in the Middle East: Challenges and Opportunities. Public Management Review, 22(8), 1189–1207.
• Jabbra, J. G., & Jabbra, N. (2007). Administrative Culture in the Middle East. In J. P. McCarthy & F. G. Hesselbein (Eds.), Managing Public Organizations: Cases in Innovation and Leadership (pp. 45–60). Greenwood Publishing Group.
• Khalil, T. (2018). Bureaucratic Inertia in Arab Governments: Causes and Consequences. Arab Studies Journal, 26(2), 101–118.
• Lefevre, R. (2015). Governance in the Gulf Cooperation Council States. Routledge.
• United Arab Emirates Government Report. (2021). Public Sector Innovation and Reform. UAE Federal Government Publications.
• World Bank. (2019). Public Sector Governance and Accountability in the Middle East and North Africa. World Bank Reports.
• Rashid, S. (2016). Administrative Development in the UAE: Challenges and Strategies. Dubai Policy Review, 5(2), 74–89.
• Yousef, T. M. (2001). Strategic Planning and Organizational Change in Developing Countries: Evidence from Egypt. International Journal of Public Sector Management, 14(3), 209–220.