Emirati Male Youth Entrepreneurship: Yousef's poster presentation at the MIT-Masdar Institute Forum on entrepreneurship and innovation

Last Monday I attended the the Masdar Institute and MIT national forum on innovation and entrepreneurship.  We got the invitation a few days ahead of time and I noticed that students were invited to submit posters on "commercializeable research". As you might remember (loyal readers all) I am supervising a project by Yousef Al Shehhi on Emirati Male Youth Entrepreneurship.

Hmmmmm... it didn't really fit, but if I only did things according to strict rules I would still be on Vancouver Island working at BC Ferries.

So, with only a few days to get the poster ready we had to work fast. Yousef was volunteering at the Abu Dhabi book fair and didn't have access to all his notes... so he bbmed me what he wanted to be included and I had an older version of his notes and it got cobbled together!

Al Shehhi, Van Horne and Huang 2013

I should mention that I was taught how to do academic posters by true masters... so while it is not perfect, we are proud of how it turned out.

So, we sent it in a few hours before the deadline - and the next day we learn it was accepted for presentation (but the presentation was the next day!) They said they loved his research :) Yousef arranged with his professors to miss his classes and he started to prepare. It was his first poster presentation - and while he had presented his work before, this was the first time in public.

Monday morning arrives and I get there early and I only see three posters! And the other two are obviously advanced Master's or PhD posters...

Yousef Al Shehhi: Research Assistant at ZU

Yousef, as with all my students to date, do not display the nervousness I add when I first started presenting - it was like he had done this a million times before!

Yousef explaining his project to students from the Masdar Institute

He had many visitors and he had to stay until the end as there were many people who wanted to speak with him. He has been invited to present his results at a few organisations in Abu Dhabi and he impressed the people at the Masdar Institute. Needless to say I am a very proud professor!

The next steps are catching up on Wamda posts (he has been very busy), getting the remaining data and then preparing the final report and presentation. In addition he will prepare a short workshop on entrepreneurship in Arabic to give to some of the students at ZU still concentrating on learning English. Perhaps he will present it in a high school... we will see.

So prepare for another post in the next few weeks :) Perhaps even a guest blog post (I hope you are reading this Yousef!)

Eco-tourism development in Dibba

This blog post uses the results of two graduation research projects about eco-tourism as a tool for economic development in Dibba. The projects were done by many young men from that region:

Abdullah Obaid Al Shehyari, Ahmed Mohammed Al Hafeeti, Mohammed Rashid Al Shehhi, Majed Ali Al Duhohri, Yousef Rashid Al Shehhi, Ali Salem Al-Zeyyodi, Mohammed Abdullah Al-Yammahi,  Abdullah Ahmed Al-Saridi,  Obaied Rashed Al-Saridi and Jumm’a Betti Al – Ka’bi.

The research project began as a collaborative brainstorming effort. Through many iterations between the team and myself as the supervising professor, the teams came up with the following research problem statement:

Research Problem

The local economy in Dibba is underdeveloped and this causes young people to leave the region for Abu Dhabi and Dubai (Farghali, 2012). One of the possible solutions would be the development of the new industries small and medium firms and human capital development of the local population. These issues could be addressed through the support and development of a locally run eco-tourism industry.

Research questions:

•           How can ecotourism contribute to the economy of Dibba?

•           What could be done to train/ prepare the local population to actively participation in the development and the promotion of our culture and the industry?

•           What could be done for Ecotourism development in the Dibba region through economic and cultural tourism?

The groups then divided the work into two separate categories, tangible and intangible heritage (yes, there is a theme in what “projects” I encourage my students to do!)

A lot of this blogpost is almost directly from their report. They know I am doing this and have agreed that I can use the photos as well. If you would like to learn more about their research, please contact me.

The first step was to understand as much as possible about the concept of Eco-tourism. The students liked the concept, the more they found out about it. Here is a short exert from the report:

“There are several characteristics or principles that describe Ecotourism. These principles started by minimizing the negative impacts that can damage or destroy a destination. In addition, the goal of companies is to educate the traveler on the importance of conservation and emphasise the importance of responsible business that works with local authorities and people to meet the local needs and ensure conservation.  Moreover, the concept stresses the need for planning and sustainable growth of the tourism industry and seeks to ensure that tourism development does not exceed the social and environmental capacity and maximize economic benefits to local communities and increase the percentage of revenues by concentrating on the use of locally-owned facilities and services (Wood, 2002).

Therefore, the idea of Ecotourism helps save the environment besides developing economic activities. Furthermore, it creates understanding of cultural and natural history of the area and improve the welfare of local people. In addition, the use of heritage/green buildings and the development of ecotourism guidelines for local people and potential expat entrepreneurial partners and visitors would help to implement the idea of Ecotourism in the area.”

They go on to write that any development would need to be done through consulting the various stakeholders such as the tourism authorities of Fujairah, Sharjah and the UAE, the municipality of Dibba, the hotel operators, current tourism operators and local people. They suggest guidelines to ensure sustainability – in particular cultural and environmental, and they would love to see more people come for the heritage and cultural attractions not just the (marvelous) beach.

Dibba

They researched and wrote about several areas that could be interesting to develop. The local honey industry (which I have written about), heritage dancing and singing (which I also have written about in this blog), food, fishing and pearling, the local date and fruit farms, and the traditional handicrafts of women (and men in the past who worked on basket and net making).

In the mountains of Dibba

Dibba beach: I obviously took this photo considering its awesome quality!

They wrote of the importance of Al Bidiya Mosque, which is now under consideration as a UNESCO World Heritage Site (I reviewed Marco Sosa’s photographic essay on the mosque in December). They also did research on Wam – an abandoned village that very few tourists know about or visit.

Front cover for Marco's book

From their extensive interviews, primary and secondary research they came up with a very well thought out SWOT analysis.

Strengths UAE is a destination for international and domestic tourists  Certified tourism requirements on entertaining part  and high quality of hotels Well-knit communication and transportation system around the seven emirates Rich cultural heritage with castles, archeological sites such old houses particularly at the north part of UAE Wonderful and clean beaches ·         An attractive place for tourists especially in special occasions ·         Suitable place for many tourism activities

Weaknesses Government yet to tap skills of locals to run tourism projects Weak marketing strategy used to market tourism products Lack of training courses and exposure visits New business enterprises related to tourism have to go through different restrictive formalities Absence of clear and well defined polices Tourism projects sanctioned without proper understanding of local conditions Lack of community participation in tourism projects Lack of initiative on tourist agencies by making tourism easy for tourists

Opportunities Availability of experts in several areas of tourism Increasing in tourist arrivals New job and income possibilities from tourism Availability of media support

Threats Competing economic activities Increase of misdirected and uncontrolled visitors Transformation from nature-friendly activities to mass tourism

Of course the next step would be to take the results of this project and see if we (meaning the students of course, I love saying we, knowing they have to do all the hard work!) could develop a project this semester to start on the development of eco-tourism guidelines. We will see!

Bravo gentlemen. You worked very well together on a report that is interesting, timely and provides a good starting point for further research.

Managing and Managers in the UAE: an Investigation by Zayed University Students in Abu Dhabi

Article written in collaboration with the young women in BUS-309-001 & 002 – Fall Semester 2009 AUH.

 It is that time of year again when the interview assignment is given to my Introduction to Management students. Here are the results from my first attempt with this project three years ago.

There is very little written about managers and managing in the UAE.  This makes it hard for new management professors to use relevant, local examples in class.  However, it makes it even harder for students as they must listen and then try to put into context examples from North America and Europe (and my students have had an even tougher time of it as many of my best examples are from the dreadfully exciting Canadian forest products industry).  As a first step to remedy this situation I asked the students in my two Introduction to Management classes to interview a manager.  Not just interview for interest and curiosity though, interview for research.  Yes, there is a difference, as my students found out.

First, we had to decide on the purpose of the interview.  We wanted to see if what Henry Mintzberg and Henri Fayol wrote about the roles of managers in the West is applicable to managers in the GCC.  (Dr. Mintzberg is a contemporary Canadian management guru who has written many influential books on strategy and the roles of management.  M. Fayol, wrote the Principles of Management when he was the CEO of a mining company at the beginning of the 20 th century in France.)  Then we had to decide on the questions, which actually took a few weeks as we debated the best questions to ask and the best way in which to ask them.  Before we could venture into the “field” though we had to write generic query emails.  Which again took more time than many had thought it would.  Finally, into the field.

Students interviewed by telephone, email and face-to-face (and one by proxy, with follow-up emails to verify the gathered information).  Some students found they had to use more than one method to verify information, and one student used all three!  We soon found out that managers are busy people, but that for the most part are very willing to share their knowledge with students.

The knowledge that was shared with students was priceless.  There were managers from all levels of the organization, CEOs and Board Members of major corporations and senior officials of ZU, senior military officers, senior government officials, owners of SMEs, men, women, Nationals and expats.  However, even with all these differences there were many similarities in their answers.

The first question asked managers what was their greatest challenge managing in the UAE.  There were many diverse answers of course, but the responses fell into four main themes: recruiting skilled Nationals, the great cultural differences of employees, motivating and guiding employees, and managing change.  The drive for Emiratisation was not seen in a negative light, rather it was just the challenge of finding qualified people to fill positions at every level of the organization. Of course, for my students this can only be considered a good thing – there are many challenging and rewarding opportunities out there for them when they graduate.  The challenge of cultural diversity was also not seen as a “problem”, but rather it was considered as a source of competitive advantage in a globalised marketplace to have a global employee base.  However, managers did mention that they had to learn about these different cultures in order to manage effectively.

The follow-up question was to ask what managers had done to overcome these challenges.  Here there was an overwhelming insistence on the importance of training and continuing education, for both the manager and employees.  Training was done in house, through continuing education and through seminars and conferences abroad.  Managers insisted that “learning” can never stop, it is just part of the continuous evolution of the organization and the individual.  The need for communication, open communication based on trust, was also mentioned by several managers.  Some said they had an “open-door” policy, others had regularly scheduled meetings and others used on-site visits.

Managers were then asked what they considered as their most important role.  There were many roles listed here, the most commonly listed were the role of leader and mentor, the role of decision maker, recruiting and supporting qualified employees (both Nationals and expats), creating a positive work environment, creating a culture of continuous improvement and working towards achieving the organization’s mission and goals.

The final question asked about how the role of manager had changed over the years.  The word increased was used a lot.  Increased competition, both global and local, increased focus on innovation, increased work load, increased attention to strategic plans and increased need for continuous training.

The feedback from the students was overwhelmingly positive.  Many said that they wished that they could have followed-up and would like to interview more managers and compare answers.  They even enjoyed analyzing the answers by comparing what their managers’ said to the theory we have covered in class.  And there were some powerful insights made that will help me next semester when I teach the course to another few groups.

Finally, there were a few enterprising students who asked their managers for advice.  They were told to enjoy their jobs, listen, respect, make goals, work hard, challenge yourself, be loyal, don’t take short cuts and to continually develop their skills.  What wonderful advice from generous people.  This valuable new knowledge would not have been possible without the generous support of the fantastic managers interviewed by my students.  So thank you for your time and wisdom, your interviewee learned from the interview, the rest of the class did through each presentation, I did by reading and listening to your words and the general ZU community through this mini-article.

Managing and managers in the UAE… a story to be continued.