The reason for selecting TransAD’s case study is that I am working as a Communication Manager at TransAD since 2007, and I have a keen eye on the issues prevailing in the operational systems of the company. Introduction to the Organization TransAD came into existence in 2006 with the vision of setting benchmarks in taxi regulatory industry of Abu Dhabi according to global standards. TansAD was inaugurated by His Highness Sheikh Khalifa Bin Zayed Al Nahyan. TransAD believes on establishing corporate loyalty amongst its customers by providing them comfortable taxi services at their door step. At the same time, the objective of the company is to regulate the taxi traffic in Emriates of Abu Dhabi. Previously, the taxi services provided in Abu Dhabi were owned by private owners as well as taxi service providers. Now, these companies have merged into one and named as TransAD (The Center of Regulations by Hire Cars). The primary aim of establishing TransAD was to bring uniformity in the taxi operations, policies and regulations (TransAD, 2013). At the moment, the company is facing many issues from strategic and operational point of view. Majority of these problems are caused due to improper planning and execution of the essential projects or processes of organizational development. The senior management of the company thinks that these problems are there because the team co-ordinators are not effectively leading and managing their team. The reduced performance of TransAD’s leaders is also reflected in other aspects of the organization such as hiring of the work force, financial controlling, project management and handling etc. Then there are problems in performance evaluation, which is also the resultant of reduced reporting and monitoring by the TransAD’s team co-ordinators. Synopsis of the Problem Being in the travelling services business, TransAD faces a number of challenges such as recklessness of its taxi drivers or the high employee turnover. Especially challenges in hiring a loyal and consistent work force has remained a significant concern for TransAD. This is because the drivers handle the cash which they receive from the customers against the taxi fares. In this regard, there are a number of incidents reported. For example, a driver left the taxi at the stand and kept the cash for the whole day that he received as taxi fare. The high turnover or employees leaving without prior notice is the resultant of lower level of employee motivation due to organizational issues, boredom at the job and unattractive bonus/incentive packages offered to employees. But from the analysis of TransAD’s operations, it is revealed that the organization has undergone a number of significant strategic issues in its operating capacity. Such as, offering loyalty card benefits to customers or offering customers with inter-city travelling through its taxi services. This particular project has been delayed or not executed efficiently. Inadequate planning and execution of the projects is the biggest reason why organizations fail to achieve its desired aims and objectives. Other reasons being weak management of changed environment and policies, working in the absence of a work plan, poor use of mediums of communication and lack of management quality (Dinsmore & Cabanis-Brewin, 2010). At
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