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Mtn Case

In: Business and Management

Submitted By samsal
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Being one of the middle management staff in my former company, MTN-Yemen, gave me the chance to observe, wonder, criticize the unprofessional “application of work processes” amid the different departments in the company, and furthermore, implicitly search for possible remedy. Although, by nature, I seek for ideal performance and maximum adherence to standards, I’m convinced that, ironically, we had sometimes to shake the floor or even overthrow the table to beat the traditional, unworthy and effete practices that had accumulated around and above the standards and had consequently dimmed their effectiveness.
Having the chance to be the CEO for three months, unleash the ringing bell for me to begin framing my skills in top management, and the optimal chance to express my vision about successful leadership, and the innovation of strategic plan, structure make-over, culture re-formulating, adaptive challenges and perpetual change. The mission is extremely difficult, delicate and challenging; it’s obvious that I will not have the enough time to accomplish all my goals, overwhelmed by management stress and change pressure. However, three months could be enough to inculcate the trend for change amid the employees and equally implement this trend in the system. What is more harmful then failure is to ignore it and continue in practicing the same mistaken activities. Change must be integral, and actions have to be implemented effectively in processes, employees’ assumptions, company’s culture, management’s behaviors and hierarchical design, it must rationally inspire the company’s vision.
Two major mottos will prevail my plan for change: fighting the violation of the rules and build a complete system of “skills discovery” and resources’ relocation. This will be along with implementing radical actions fostering the creative change in MTN-Yemen.
As one of the operators…...

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