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...the extended family fuels this focus (Ali, 1992; Rice, 2004). Concurrendy, Saudi managers demand loyalty, obedience, and seek a social distance from those they manage, which may be partially attributed to authoritarian beliefs in Islamic social systems (Bjerke and Al-Meer, 1993). The hierarchial and paternalistic elements of the culture are attributed to the legacy of the Ottoman system of governance and the influence of Bedouin tribalism (Ali, 1990; Rice, 2004). Elashmawi and Harris operationalize this orientation in the context of performance appraisal when they characterize the Saudi supervisory orientation as "mentor," and the person receiving the feedback as representing a "child in family" (1998: 177).
The important and the most interesting parts of all these discussion from A-Z is that management is the souls of all business but locally and internationally.
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