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- Member of: ASU Electronic Theses and Dissertations
Description
In response to the COVID-19 pandemic, countries took serious measures to control its spread and reduce its effect on health, social, and economic aspects. The United Arab Emirates (UAE) has taken unprecedented preventive measures against the spread of COVID-19, including complete lockdowns and the closing of some businesses. Therefore, 27% of companies expected to lose their businesses within a month, while 43% of companies expected to go out of business within six months. This was not only due to the countrywide lockdown, or the impacts caused by the pandemic, but also due to the bad leadership of some leaders during this crisis. There are little of studies and data that discuss the consequences of these decisions on businesses, and it will be helpful to measure the consequences over three years. This study answers the following question: How much did myopic staffing and compensation decisions in the context of COVID-19 affect companies’ performance? To answer this question, I use agent-based modeling (ABM) supported by secondary data to create a simulation to study the consequences of myopic decisions made on employees’ performance in the private sector in the United Arab Emirates starting from the 2020 year and through an anticipated period of 3 years . The study found that under the assumptions that pay deductions, layoffs, and unpaid leaves, are myopic decisions and in the context of the COVID-19 pandemic and its impact on the companies’ performance, there is a huge affect on companies’ performance over the study period which is 3 years.
Keywords: bad leadership, myopic decisions, companies, businesses, COVID-19, agent-based model.
ContributorsAlsaleh, Mohammad (Author) / Trinh, Mai P. (Thesis advisor) / Castillo, Elizabeth (Committee member) / Wallace, L. Marie (Committee member) / Arizona State University (Publisher)
Created2022
Description
The simplicity of everyday living creates opportunities for leadership based on individually curated personal networks that have developed overtime through the act of living and personal experience. These networks are unique to individuals; however, when grouped, they share enough similarities with others in their proximal environment, thus, allowing for the formation of spontaneous self-organized groups, based on either a felt need, a shared history, a common goal, or combination of such. These leadership opportunities heed the call for action within their community because the felt need is proximal. This exploratory ethnographic case study investigates the nature of leadership within self-organized groups and how it differs from other forms of collective action. Participant interviews and observations were used to explore how individuals interpreted their roles in the group along with how they assessed and fulfilled a felt need within their community, and the different meanings of leadership in self-organized groups.
ContributorsKhalifa, Asmaa (Author) / Kirsch, Robert (Thesis advisor, Committee member) / Wallace, Lillian M (Committee member) / Castillo, Elizabeth (Committee member) / Arizona State University (Publisher)
Created2022