Assessment Task Assessment Brief: Below is a refereed article titled 'Managing Human Capital in Arab Countries' the Leadership and Cultural Challenges in 2014. This is published in the International Journal of Economics, Commerce, and Management, and authored by Sabri, H., and Rayyan, M. Read the article carefully. Answer the requirements listed below. To support your point, provide pieces of evidence by citing reliable references. On top of your paper before you will start your introduction section write the title of the article and name of the author in the final assignment paper. 'MANAGING HUMAN CAPITAL IN ARAB COUNTRIES' THE LEADERSHIP AND CULTURAL CHALLENGES by Sabri and Rayyan Much of the research on leadership until the midst of the 20th century concentrated on leaders who are more concerned with leader-follower relation that is established on the exchange of rewards and threats for compliance. In the past years, however, research on leadership and management has evolved as a key area of interest among Human Resource Development (HRD) scholars. Drucker (2003) maintained, in this regard, that as knowledge workers are becoming important human capital and leading organisations became increasingly attracting well-educated and well-informed individuals and provide knowledge-intensive services and products, new approaches of leadership have emerged which assume that leaders' success is manifested through their ability to manage culture change and transformation. These leaders should have strong abilities and skills and should be attuned to the nature of the information service and thus, establish a commitment to lifelong learning. The new leadership approaches assumed that leaders influence workers through their ability to manage culture change. Nelson and Cohen (2010) believe, however, that many leaders do not recognise the influence that organisational culture has on the past, present, and future accomplishments of their organisations. Even more important is their lack of understanding about how they influence the culture. For this reason, in most organisations today, a knowledge-creating culture cannot be developed without the support of higher management. O'Dell and Grayson (1998) believed also that any effort to fit organisational factors together cannot succeed without the support of leaders at the top. That is: leadership, a healthytechnology, all intertwined, are necessary for the success of any real human capital management initiative. Much of the research (Sabri, 2007, 2011; Hickson & Pugh, 2002; Hofstede, 2001) indicate that organisations in Arab countries face many problems, stemming from their bureaucratic design and prevailing large power culture where there is a considerable dependence of subordinates on superiors and preference for autocratic management. Power in Arab societies are based on family, friends, and charisma and the ability to use force. The head of the family has absolute power and all family members must obey and respect his wishes. Children are brought up to be obedient and submissive rather than autonomous which instills in them a sense of dependency, lack of selfreliance, and weakness of character (Sharabi, 1990). Barakat (2008) denotes also that Arab management practices are a mix of different characteristics: hierarchical authority, rules and regulations contingent on personality and power of individuals who make them, the subordination of efficiency to personal relations and connections, indecisiveness in decision making, informality among lower-level managers, a generally patriarchal approach and nepotism. Original thinking and creativity are condemned, and submissiveness and obedience are rewarded. Managers and other employees are not allowed to voice their concerns or suggestions even within established channels. Hofstede (2001) argues, however, that when power and rules are combined, they create a situation where leaders have virtually ultimate authority, and the rules, laws, and regulations developed by those in power reinforce their own leadership and control. Therefore, it is not unusual for new leadership to arise from armed insurrection, rather than from diplomatic or democratic change. The Arab region's economic growth over the last decade has not coincided with equally buoyant labor and human resource development. The mismatch between supply and demand, both in terms of the quality and quantity of labor available, is amongst the most pressing challenges to Arab businesses going forward. The Arab Human Capital Challenge clearly demonstrates that without concrete changes today, future regional growth and development could be severely hindered. Arab managers and leaders still have the chance to work towards changing their bureaucratic designs and power orientations in order to develop knowledge-creating organisations. Obviously, these difficulties in transforming the management styles need too much effort and time, but it is not impossible. Undoubtedly, 2011 is a remarkable year with young Arab people incited an uprising because they are unable to enjoy life's full opportunities and rewards, in terms of education, work, income, and material well-being. The author believes that the evaluation of the underlyingthis unprecedented turmoil would recognise that any major change in Arab leadership or political systems will spill over and influence many other aspects of Arab societies, among of which Arab management and leadership styles that are required to embrace the required transformation and keep pace with the rapidly changing environment Assessment Requirements: 1. Introduction Write a summary of the article by identifying and explaining the author's idea and perspective. Include direct quotes from the original article to illustrate your points. Also, identify the objectives of the assignment. 2. Content and Analysis Make a critical review of the article. Evaluate the strengths and weaknesses of the opinions of the author and discuss both the positive and negative points based on your overall judgment. Critically analyse and evaluate the challenges faced Arabs' leaders. Based on your evaluation, discuss your own point of view on how change can be implemented and how leadership can support the implementation of the change process. Relate your critical analysis to any of the theoretical models of change. 3. Conclusion - Draw the conclusion from your analyses and findings. 4. Refencing: A list of references as per Harvard Referencing style with proper intext citation. ***END OF ASSIGNMENT TASK*** causes of organisational culture, and informatio