The Saudi Managerial Environment: A Review Essay and Lecture

  • Abdulrahman Garawi
  • Mary E. Schmidt


Human resources planners must respond to the quantitative as well as the qualitative needs of an economy when deciding development strategies. Saudi Arabia’s strategy for overcoming deficiencies in both the quality and quantity of human resources is well known: after decades of importing labour a policy of ‘Saudisation’, or replacing foreign employees with Saudi workers, is now in place. But planners must also show the same resolve to address the qualitative difficulties faced by the Kingdom’s indigenous labour force. Although Saudi Arabia has been able to afford to hire expatriate employees, finance higher education for its youth and provide vocational training for workers, a higher-quality performance at the managerial level is needed to achieve continued diversification.


Small Business Saudi Arabia Comparative International Development Loan Application State Spending 
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Notes and References

  1. 1.
    Ibrahim Mohammed A-Awaji, ‘Bureaucracy and Society in Saudi Arabia’, PhD dissertation, University of Virginia, August 1971, p. 249.Google Scholar
  2. 2.
    Sulaiman M. Al-Malik, ‘Strategic Decision Makers: A Study of Business and Government Top Executives in Saudi Arabia,’ PhD dissertation, Georgia State University, 1989, 427.Google Scholar
  3. 4.
    Khalid Owaidh Al-Jeaid, ‘Managerial Behavior in Saudi Arabia: Utilizing the Temporal Factor in the Analysis of Managerial Behavior (Time Management)’, PhD dissertation, Florida State University, 1991.Google Scholar
  4. 5.
    Fahad Ahmed Al-Shalan, ‘Participation in managerial decision-making in the Saudi Arabian public sector’, PhD dissertation, University of Pittsburgh, 1991, p. 245.Google Scholar
  5. 6.
    George F. Gant, Development Administration (Madison: The University of Wisconsin Press, 1979).Google Scholar
  6. 7.
    See also Gareth Morgan, Images of Organization (London: Sage, 1986).Google Scholar
  7. 8.
    Jacques Delacroix, ‘The Distributive State in the World System’, Studies in Comparative International Development, vol. 15 (Fall 1980), pp. 3–22.CrossRefGoogle Scholar
  8. 9.
    Lowell Harris, ‘Property Taxation and Development’, Taxation and Development (New York: Praeger, 1976).Google Scholar
  9. 10.
    See Kiren Aziz Chaudhry, ‘The price of wealth: business and state in labor remittance and oil economies’, International Organization no. 43, vol. 1 (Winter 1989): pp. 116–121. Omar El-Fataly and Richard Chackerian, ‘Administration: The Forgotten sue in Arab Development’, Ibrahim Ibrahim (ed), Arab Resources (Washington, DC: Georgetown University, Center For Contemporary Arab Studies Press, 1983)Google Scholar
  10. 12.
    Bandar Al-Hajjar & John R. Presley, ‘Small Business in Saudi Arabia’, Middle Eastern Studies, vol. 28, no. 2 (April 1992), 333–51.CrossRefGoogle Scholar
  11. 13.
    Henry T. Azzam, The Gulf Economics in Transition (New York: St. Martin’s Press, 1988), p. 105.Google Scholar

Copyright information

© Saudi Arabian Cultural Mission to the United States 1996

Authors and Affiliations

  • Abdulrahman Garawi
  • Mary E. Schmidt

There are no affiliations available

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