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Fundamentals of Public Administration-U.A.E Case

Fundamentals of Public Administration

Just like any other organization in the business context, public organizations are also affected by the influence of culture. The process of public administration comprises the actions to fulfil the desire of the government (Radhika, 2012). The aspect of organization comes in whereby a particular government unit is expected to maintain behavior that is unique and thus it can be identified with that organization. Once the organization culture has been established every member is expected to conform to the same as it strives to achieve its objectives. This paper discusses the organization culture portrayed by the department of Army in the United Arabs Emirates. Alternatively, the paper investigates the symbols of the Army department: PLAGIARIZED SAMPLEORDER YOUR PAPER NOW

Organization Culture of the U.A.E Army Department

The United Arabs Emirates has had its Army since 1971 when it acquired independence from Britain (Foley, 1999). The core responsibilities of the army is to provide defense for the seven emirates. This force is responsible for the ground operations and protects the seven emirates by providing defense on land. The U.A.E army has been greatly boosted by the United States and France through defense cooperation with these two nations (Anthony, 1997). The army culture is largely rooted to the orders provided by the U.A.E president who is the commander of the Armed Forces. One of the main culture in this organization is that no Arab country should suffer in the hands of the intruders. Therefore, the army believes that no effort to spare when their fellow Arab countries are being invaded.  Again, U.A.E holds that their nation was built with a lot of difficulties and thus they are ready to stand up and provide the defense for their nation at whatever cost. This is in support of the Foley (1999) who noted that the U.A.E army has always stood to defend the country’s achievements at the same ensuring all the enemies are deterred. Upon analyzing the roles of the U.A.E army it comes out clearly its organizational culture is rooted on defense. However, the defense is not provided without any other proper planning but with orders from the Chief of Commander of the Armed Forces.

Symbols Strengthening U.A.E Army Culture

The symbols of the U.A.E Army culture seems to be largely based on major responsibilities of the army (Ministry of Defence , 1986). One of the symbol is Holy Quran. The army bases its culture in the Quran verse which urges the people to be prepared to all those attack them.  This verses encourages the army to use whatever power available to ensure the enemy is conquered. Again, the unification of the U.A.E ensures the maintenance of the unity among the members while executing their duties of defense. The country national anthem also helps in strengthening the culture of the army.  The national anthem encourages the army to live by fighting for the country of U.A.E. The falcon badge reminds the army that it should remain united irrespective emirate of origin.  Alternatively, the federal government plays a critical role in ensuring that the army follows the orders given by those you are in higher ranks.

Conclusion

Organizations are built on culture. The culture can build or destroy the organization depending on how it has been aligned with the organizational goals and objectives. The United Arabs Emirates Army has been built in the strong culture. The army understands its duties well and thus it strictly follows them by adhering to the orders provided by the Chief Commander of Armed Forces: PLAGIARIZED SAMPLEORDER YOUR PAPER NOW

References

Anthony, C. (1997). US Forces in the Middle East. . New York: Westview Press.

Foley, S. (1999). The UAE: Political Issues and Security Dilemmas. Middle East Review of International Affairs, 3(1), 25-44.

Ministry of Defence . (1986). Military Symbols for Land Based Systems. Abu Dhabi: Ministry of Defence.

Radhika, D. (2012). Ethics in Public Administration. Journal of Public Administration and Policy Research, 4(2), 23-31.

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