International Management

International Management

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International Management
Since I am familiar with how companies are run in Lebanon, I will briefly discuss how companies were generally managed there after the 15-year civil war.

Lebanon was politically, socially and economically on the rise until 1975, when the civil war devastated its structure. Companies were beginning to seek the professionalism and management strategies of firms in the West that were placing them on successful grounds. But fifteen years later the civil war ended, building a solid consciousness of corruption, grief, and short-term workforces. Firms collapsed, and realized that the only gain they may receive was by providing quick and efficient products or services. Codes of conduct and concepts of time were never respected, the government only functioned on bribes and civilians wanted the easiest way of getting anything. Any type of conflict was dealt by avoidance or physical confrontation. Managements in organizations were strongly relying on hiring employees with similar religious backgrounds, political parties, employer loyalty, and employee relatives. Theft was very common in all types of companies. Most goals were short-term, set and achieved by unlawful activities. Technology and facilities were run-down and inefficient, thus communication methods were unreliable. The managers’ worldview was weak and disenchanted, hence unconsciously applying this view to their employees, and so forth.

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