F. Muna - Seven Metaphors on Management: Tools for Managers in the Arab World

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Seven Metaphors on Management

The management concepts embodied in the Seven Metaphors provide a practical framework for developing the requisite cultural sensitivities and cross-cultural managerial skills critical for success in the dynamic business environment in the Arab world.

Dr Ray R Irani,
Chairman and Chief Executive Officer,
Occidental Petroleum Corporation

Munas metaphors delightfully cover the vital topics for management anywhere. Set as they are in the Arabian Gulf, they offer a unique and powerful insight into the challenges of management in that most critical part of the world.

Susan Vinnicombe,
Professor of Organizational Behaviour and Diversity Management,
Cranfield School of Management, Cranfield University, England

Dr. Muna has written a most enlightening and thought-provoking book that relates to both business and personal life. He has excelled in his portrayal of the Seven Metaphors by enriching them with his multicultural experience and empirical research. This book provides a fresh insight on human development.

Ted D Abdo,
A founder of Meirc Training & Consulting

This is a concise and fascinating book covering seven highly practical and visual managerial tools. Seven Metaphors on Management should be required reading for all Arab, expatriate, and multinational managers working with or for Arab organizations.

Faisal M Al Suwaidi,
Vice Chairman and Managing Director,
Qatar Liquefied Gas Company, Qatar

Seven Metaphors on Management

Dedicated to the role models in my life so far

My father, Abdallah Muna
My first manager, Lloyd Wickstrom
My mentor, Simon Siksek

Seven Metaphors on Management

Tools for Managers in the Arab World

Farid A Muna

First published 2003 by Gower Publishing

Reissued 2018 by Routledge
2 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
711 Third Avenue, New York, NY 10017

Routledge is an imprint of the Taylor & Francis Group, an informa business

Farid A Muna 2003

Farid A. Muna has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.

All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers.

Notice:
Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe.

Publisher's Note
The publisher has gone to great lengths to ensure the quality of this reprint but points out that some imperfections in the original copies may be apparent.

Disclaimer
The publisher has made every effort to trace copyright holders and welcomes correspondence from those they have been unable to contact.

A Library of Congress record exists under LC control number: 2002045238

Typeset in Goudy by LaserScript Ltd, Mitcham, Surrey

ISBN 13: 978-1-138-72617-8 (hbk)

ISBN 13: 978-1-315-19154-6 (ebk)

Contents

1. i

Guide

Figures

Tables

This book is the product of extensive field research; years of interaction with academicians, business leaders and managers; and the "business school of life", as Charles Handy likes to call it. Therefore, I am deeply indebted to all the people who participated in our research; to those managers who attended our courses and seminars; and to all others who knowingly or unknowingly influenced and shaped my way of thinking on business and life. They are too many to mention by name, but they will know whom I mean when they read this book.

I was fortunate to be working with creative and experienced colleagues at Meirc Training & Consulting. I learned a lot from them over the years. I am grateful for those who gave their time and comments during the writing of this book. In particular, thanks to my colleagues Ted Abdo, Ramsey Hakim, and Ziad Zennie for their valuable feedback on the manuscript. In this respect, I am also grateful to my daughter, Nadia Muna, for her useful comments and suggestions on each chapter.

Thanks to Guy Loft of Gower Publishing whose up-front honesty, commitment and professional work turned a manuscript into a book.

I reserve my deepest gratitude and love to the four ladies in my life: my wife Doris, and our three daughters Rima, Nadia and Zeina. They shared the trials and tribulations of my business career that required a lot of travel away from home; they endured (but often enjoyed) the seven different countries in three continents we lived in because of my work. I am now looking forward to spending more quality time with them: I only wish I had done more of it earlier in life.

Farid A Muna
Dana Point, California
November 2002

Metaphor : (met-a-for), a figure of speech in which a word or phrase denoting one kind of object or idea is used in place of another to suggest a likeness or analogy between them.

Time, space and causality are only metaphors of knowledge, with which we explain things to ourselves .

(Friedrich Nietzsche)

Metaphors are much more tenacious than facts .

(Paul Deman)

You don't see something until you have the right metaphor to let you perceive it .

(Thomas S Kuhn)

I keep six honest serving-men
(They taught me all I knew);
Their names were What and Why and When
And How and Where and Who .

(Rudyard Kipling)

This book is about seven metaphors that continue to serve me well in my life and business career. I have shared them with business leaders, managers attending our seminars, friends and colleagues, and with my family. Each metaphor is covered in a separate chapter. Let me describe briefly how I came across these metaphors, and what each stands for.

The first metaphor, the Candle , was my father's legacy. He used the metaphor of a well-made candle that sheds light to illuminate our journey through life. Unknown to him, he was describing almost exactly what our research discovered many . The implications of the research findings for child development and for recruitment are also examined. Incidentally, I have always felt that these five ingredients are not necessarily restricted to success in management, but are pertinent to life in general.

The second metaphor, the Iceberg , is used by several human resources professionals to describe the competencies one needs to produce outstanding performance in a given area of responsibility. Competencies are a combination of skills, knowledge and attitudes, with skills being the tip of the iceberg. Attitudes, the crucial part of the iceberg, are acquired mostly during childhood and adolescence. Although knowledge and skills are acquired throughout life, the employer plays a major role in that process. Since the next five ingredients for success are also, more or less, initiated and controlled by the employer, their relationship to competencies is covered in this chapter. The application of the competency approach to various human resources functions is also discussed.

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