32. MANAGEMENT EVOLUTION

Management is not a static concept but a dynamic process that evolves in response to technological (production tools), economic, social, and political factors. As these factors evolve across different industrial ages, management approaches must also adapt to effectively address the new challenges and opportunities associated with each industrial age. 

During Industry 1.0 (steam engine), Adam Smith, in his book "The Wealth of Nations," introduced the concept of the division of labor, demonstrating that specialization could significantly improve productivity and efficiency. With Industry 2.0 (electricity and mass production), organizations were increasingly viewed as machines designed for efficiency. This period marked the beginning of the Classical Management School. Frederick Taylor introduced Scientific Management through time and motion studies and job specialization, Henri Fayol established Administrative Management by introducing 14 management principles, and Max Weber developed Bureaucratic Management based on hierarchy, formal rules, and clear authority. Together, these pioneers transformed management into a systematic discipline focused on productivity, standardization, and efficiency.

However, history soon revealed that organizations are not only machines — they are also communities of people. Following the great depression of 1929 and the rise of communism, management shifted its focus to the human side of organizations, giving rise to the Behavioral Management School. The Hawthorne Studies demonstrated the importance of social relationships in the workplace, Abraham Maslow explained human motivation, and Douglas McGregor introduced Theory X and Theory Y.

The Modern Management School expanded management even further. Influenced by World War II, Industry 3.0 (automation and computers), Japan's success, and the fall of Berlin wall and the Soviet union, organizations began adopting Quantitative Analysis, which uses mathematical and statistical techniques to analyze data; Contingency Theory, which recognizes that there is no one-size-fits-all approach to management and that every situation is unique; Total Quality Management by Deming and Juran; Project Management; Supply Chain Management; and Knowledge Management. Other concepts also evolved, such as Management by Objectives by Peter Drucker; Strategy and Competitive Advantage by Michael Porter; Re-engineering by Michael Hammer and James Champy; and Learning Organization by Peter Senge. 

Today, with Industry 4.0 (internet), a new chapter in management is being written. Sustainability, Complexity Science, Adaptive Management, and, more recently, Artificial Intelligence are redefining how organizations compete and create value. Managers are expected not only to lead people and processes but also to navigate uncertainty, make data-driven decisions, and adapt to rapid change.

Article By Dr. Eng. Amr H. Abayazeed - August 06, 2026.

31. IMAGES OF ORGANIZATION

"Images of Organization" is one of the most influential books on organizational theory, written by Gareth Morgan. Rather than explaining organizations through a single perspective, Morgan introduces eight metaphors, each offering a different way to understand how organizations are managed and adapt.

1) "Organizations as Machines" describe organizations as machine in which different parts work together to achieve common goals. This perspective focuses on hierarchy, standardized procedures, and operational efficiency. i.e. Bureaucratic organizations. 2) "Organizations as Organisms" compare organizations to living beings that must adapt and evolve to survive in a changing environment. The focus is on flexibility, growth, and responsiveness to change. i.e. Adapting. 3) "Organizations as Brains" present organizations as intelligent systems capable of learning, processing information, solving problems, and making decisions. The main focus is on knowledge, learning, and continuous improvement. i.e. Knowledge and learning. 4) "Organizations as Cultures" view organizations as mini-societies shaped by shared values, beliefs, and ways of working. Success depends on a strong culture, teamwork, and a shared sense of identity. i.e. Organizations as mini-societies. 

5) "Organizations as Political Systems" explain organizations as places where individuals and groups pursue different interests, compete for resources, and use influence to achieve their goals. This perspective highlights conflict, negotiation, and power. i.e. Interest, conflict, negotiation, and power. 6) "Organizations as Psychic Prisons" illustrate how organizations can become trapped by old beliefs, habits, and fixed ways of thinking. Such mindsets restrict creativity, discourage change, and limit future progress. i.e. A trapped way of thinking. 7) "Organizations as Flux and Transformation" treat organizations as constantly changing and evolving systems. This perspective recognizes that continuous adaptation, innovation, and transformation are essential for long-term success. i.e. Constantly changing and evolving entities (by studying chaos, complexity theory, and weather patterns). 8) "Organizations as Instruments of Domination" consider organizations as mechanisms that can be used to control people and exploit employees or resources for the benefit of those in power. It highlights the negative consequences of excessive authority and control. i.e. Organizations exploit resources and employees for their own benefit (the ugly face of organizations). 

No single metaphor can fully explain an organization. Each one highlights different strengths, challenges, and behaviors, helping managers and leaders analyze organizations from multiple perspectives and choose more effective approaches to leadership, decision-making, and organizational improvement.

 

Article By Dr. Eng. Amr H. Abayazeed - August 02, 2026.

30. ELEVATOR PITCH

"A reluctant son of a powerful Mafia family is forced to lead the family business after his father is attacked, transforming from an honest war hero into one of the most dangerous crime bosses in America."

This is the plot of one of the most successful and highly respected movies of all time, "The Godfather." Now imagine that the screenwriter, Mario Puzo, has just finished the script and wants to convince Hollywood to produce the movie. Unexpectedly, he meets superstar Marlon Brando or a Hollywood producer in an elevator. He has only about 30 seconds to capture their attention before the doors open. Instead of explaining the entire story, he delivers a short, interesting summary that introduces the main character, the central conflict, and what makes the story unique, as shown in the movie plot above, leaving them curious to know more. If the pitch is successful, they might stop him before leaving the elevator and say, "I'm interested. Call me." This brief and persuasive presentation is called elevator pitch.

 

 

Elevator pitch is a short, clear, and persuasive summary of an idea, product, project, business, or story that can be delivered in about 30 seconds — the time of a typical elevator ride, that is why it is called elevator pitch. Its purpose is not to explain everything, but to quickly capture the listener's attention and make them interested enough to ask for more information or continue the conversation. In business, an elevator pitch is a presentation technique used to summarize a startup, a product, a proposal, or an idea in a short and engaging way to persuade an investor, your CEO, or another decision-maker to support it. This expression is widely associated with the movie industry. Although its exact origin is unclear, the concept later became widely used in business, entrepreneurship, and marketing.

Article By Dr. Eng. Amr H. Abayazeed - July 27, 2026.

29. STORYTELLING BETWEEN BUSINESS & MOVIES

Storytelling is the ability to communicate ideas, messages, or experiences through engaging narratives that connect with an audience on both an emotional and logical level. Instead of simply presenting facts or features, storytelling gives information meaning by placing it within a relatable story, making it easier to understand, remember, and act upon. In business, storytelling is used to communicate a company's vision, inspire employees, explain strategies, present proposals, and attract investors. In marketing, for example, storytelling helps brands connect with customers by focusing on experiences, emotions, values, and showing how a product or service solves a problem or improves customers' lives, rather than simply promoting its features. This approach makes the brand more memorable while building trust, strengthening brand identity, and increasing customer loyalty.

How to tell a good story? As I am a movie addict, nearly 90% of movies, regardless of their genre, follow a similar three-act story structure. The story begins with the "Ordinary World," where the audience meets the main character (hero) and learns about their normal life. An "Inciting Incident" then changes everything and introduces the main conflict. The hero may initially hesitate "Debate / Refusal" before receiving guidance from a "Mentor." After deciding to move forward, the hero "Cross the Threshold" and begins the real journey. At the "Midpoint," a major event changes the direction of the story. This is followed by the "All is Lost" moment, when the hero faces the greatest setback and everything seems hopeless. The tension then builds to the "Climax," where the hero confronts and overcomes the main challenge. Finally, the story ends with the "Resolution / New Normal," showing how the hero has changed and how life continues after the conflict. This simple story arc keeps the audience engaged from beginning to end and makes the story memorable.

For example, instead of simply saying, "A company entered a new market and increased its revenue by 25%," storytelling presents the same information as a journey: "The company had built a strong position in its local market, but sales growth had begun to slow. Management debated whether expanding into a new market was too risky. After consulting experts to analyze customer demand, competitors, and market opportunities, the company decided to move forward with a planned expansion. However, the first few months were disappointing, with weak sales and stronger than expected competition, leading some managers to question the decision. Instead of withdrawing, the company refined its strategy based on customer feedback. The changes proved successful, and within a year, the expansion increased revenue by 25% and opened new opportunities for long-term growth." Both examples communicate the same facts, but storytelling makes the message more engaging, memorable, and persuasive.

 

 

Article By Dr. Eng. Amr H. Abayazeed - July 24, 2026.

28. ORGANIZATIONAL CULTURE

Culture is a touchy-feely concept that many people recognize but often find difficult to define. In general, culture is a set of shared values, beliefs, norms, and behaviors that shape the way people behave and act individually and in groups. In business, organizational culture follows the same concept and definition. It is the "Personality" of the organization, reflected in how employees interact with each other, with customers, and with the outside world. It is established by leaders and then communicated and reinforced through various methods. The word "Personality" emphasizes the organization's uniqueness; imagine your organization as a living person: What does it look like? How does it behave? How is it dressed? What does it like and dislike? What is its slogan or guiding value in life? 

According to the previous definition, the main components of organizational culture are: 1) Values, which are an organization's core beliefs about what is important and are typically expressed through its mission, vision, and core values, such as customer focus, innovation, integrity, teamwork, and excellence. 2) Beliefs are the assumptions an organization makes about the world and how it works. They are often unspoken and taken for granted. Examples include believing that employees are the organization's greatest asset, that the customer is always right, that change is inevitable, and that everyone is working toward a common purpose. 3) Norms are the unwritten rules of behavior that govern how people interact within the organization, including how employees are expected to dress, communicate with one another, handle conflict, and deal with customers. 4) Behaviors are the way a person acts. It is the outward and external expression of a person's attitudes (attitude is an internal feeling or mindset that exists in a person's mind, while behavior is an external action that is visible to others; attitude is a good predictor of behavior).

Another way to understand organizational culture is through Edgar Schein's Model, which explains it as an iceberg with three levels: 1) Artifacts are the visible and tangible elements of organizational culture, such as the physical layout, dress code, language, and rituals. Artifacts are the easiest level of culture to observe and change. 2) Espoused Values are the stated values and beliefs of an organization. These values are often communicated through mission statements, value statements, and codes of conduct. 3) Underlying Assumptions are the deepest and most difficult level of organizational culture to change. They are often unconscious and shared by members of the organization without being explicitly stated. These assumptions can have a powerful influence on organizational behavior, even though they are rarely articulated explicitly.

 

Article By Dr. Eng. Amr H. Abayazeed - July 22, 2026.

27. THINKING APPROACHES

Thinking is the cognitive process of understanding information, solving problems, and making decisions. We use it every day when analyzing situations, learning, or choosing between alternatives. Since different situations require different approaches, several types of thinking are used, as follows:

Critical thinking is the process of thinking about the thinking process through objective analysis of information to make reasoned judgments. The term comes from the Greek "Kritikos," meaning "to judge," not to criticize negatively. It focuses on evaluating facts, evidence, and assumptions before making decisions, answering the question: "Is this true or accurate?" For example, when sales decline, managers analyze reports, customer feedback, and market data to identify the real cause before taking action.

Lateral thinking is a creative approach that generates new and out-of-the-box solutions instead of following the usual logical path. It encourages thinking "sideways," so it called challenges assumptions, and explores alternatives. It answers the question: "What is another way to solve this problem?" For example, instead of only reducing prices, a company may introduce subscriptions, bundle products, or create a new customer experience to increase sales.

Systems thinking views the world as a collection of interconnected systems (natural and human-made) rather than isolated parts, which are often complex networks of interacting elements. Understanding how these elements influence one another provides deeper insight into how the real world works and supports more effective decisions. It answers the question: "How are all the parts connected?" For example, declining sales may result from marketing, product quality, customer service, supply chain performance, employee training, and competitor actions working together.

Strategic thinking is the process of choosing the best direction and actions to achieve future goals. It aligns decisions with external factors (opportunities and threats) and internal capabilities (strengths and weaknesses). It answers the question: "What direction should we take to achieve future success?" For example, a company may enter new markets, invest in digital transformation, strengthen its brand, or develop new products for sustainable growth.

In conclusion, no single thinking approach is sufficient for every situation. Critical thinking enables objective judgment based on facts, lateral thinking generates innovative ideas, systems thinking reveals how different elements are interconnected, and strategic thinking provides a clear direction for the future. The greatest value lies in understanding when and how to apply each approach. By making these thinking approaches a way of life, individuals can make better decisions and solve problems more effectively in both their personal and professional lives. 

 

Article By Dr. Eng. Amr H. Abayazeed - July 10, 2026.

26. ENTREPRENEURIAL LEADERSHIP

Entrepreneurial leadership is a modern leadership approach that combines the mindset of entrepreneurship with the principles of leadership. It focuses on innovation, adaptability, proactive decision-making, and calculated risk-taking while guiding teams toward organizational goals. Unlike traditional leadership styles that mainly focus on stability and following established procedures, entrepreneurial leadership encourages creativity, opportunity recognition, and forward-looking thinking. Entrepreneurial leaders are usually proactive, open to change, willing to support new ideas, and capable of helping organizations adapt to uncertainty and complex business environments.

 

An important gap in entrepreneurship and leadership literature is that entrepreneurial leadership is still not widely recognized as one of the major leadership styles within many leadership and project management studies. Most traditional theories continue to focus mainly on leadership styles such as transformational, transactional, laissez-fair, and others, while entrepreneurial leadership remains less discussed and often overlooked. In many studies, entrepreneurial leadership is often associated mainly with entrepreneurs starting and managing businesses, while entrepreneurs may simultaneously apply another leadership style such as transformational leadership. In addition, most previous studies examined entrepreneurial leadership mainly within small and medium enterprises (SMEs), startups, or information technology (IT) businesses rather than recognizing it as a leadership approach applicable within large organizations and complex industrial environments.

 

However, my dissertation titled “The Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience: A Study in the Egyptian Petrochemical Sector” in 2025 (*) attempts to address these gaps by recognizing entrepreneurial leadership as an additional leadership style alongside the traditional ones and arguing that entrepreneurial leadership may also be highly effective in large-scale, capital-intensive, and high-risk industries operating in environments characterized by uncertainty, operational complexity, safety challenges, and continuous market fluctuations. Such environments require innovative thinking, proactive decision-making, and adaptability. Therefore, entrepreneurial leadership should not be limited to entrepreneurs and SMEs only but should also be recognized as a valuable leadership approach for large-scale organizations seeking stronger performance, adaptability, and long-term sustainability.

 

(*) Paper:

Abayazeed, A. H., Sadik, M. A., Negm, E. M., & Ragheb, M. A. (2025). The Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience. Business Ethics and Leadership, 9(4), 67-84. https://doi.org/10.61093/bel.9(4).67-84.2025. 

Article By Dr. Eng. Amr H. Abayazeed - June 19, 2026.

25. ASSET MANAGEMENT: MORE THAN EQUIPMENT

An asset, from an accounting perspective, is any resource owned by a business or an economic entity that has value and can be converted into cash. Assets are commonly classified according to their liquidity or their physical existence. For simplification, I adopt a blended classification approach combining both perspectives: 1) Current Assets: Can be converted into cash within one fiscal year (e.g. cash, accounts receivable, inventory). 2) Non-Current (Fixed) Assets: Not readily liquid and cannot be easily converted into cash (e.g. equipment, buildings, land). 3) Intangible Assets: Not physical in nature (e.g. goodwill, franchises, and intellectual property as patents, trademarks, and copyrights).

Asset management in financial organizations differs from that in industrial organizations according to the type of assets they manage. Asset management in financial organizations mainly focuses on managing financial assets such as cash, stocks, bonds, investment portfolios, funds, and other financial instruments. The primary objective is usually to maximize financial returns, optimize investment performance, manage financial risks, maintain liquidity, and achieve sustainable profitability. In contrast, asset management in industrial organizations focuses mainly on physical assets such as production equipment and infrastructure. In many industrial sectors, particularly in oil & gas and chemicals, the term "Asset Integrity" is commonly used to describe a technical discipline within asset management. It focuses on ensuring asset reliability, availability, safety, and operational efficiency throughout the asset lifecycle: 1) Acquire (Research, Design, and Engineering), 2) Build & Commission (Procurement, Construction, and Commissioning), 3) Operate & Maintain (O&M), and 4) Dispose (Decommissioning). 

Accordingly, while both financial and industrial organizations share the common objective of maximizing value from assets, industrial organizations intentionally use the term “Asset Management” as the term “Asset” emphasizes the business value generated from equipment, as they are viewed not just as physical equipment, but as a strategic resource that enables production continuity, operational sustainability, and profitability, which can be translated into financial value and cash flow for the organization. Another perspective in asset management literature that should be mentioned is the consideration of humans as organizational assets that should be properly managed, developed, and maintained to maximize their value and contribution to the organization. From this perspective, which appears reasonable, employees are viewed as valuable assets because their skills, experience, and performance directly influence organizational success and long-term sustainability.

Article By Dr. Eng. Amr H. Abayazeed - June 05, 2026.

24. DISCIPLINE

“I give you the map, are you willing to do that? It is the main point because everyone wants to be Cristiano. Discipline is the most difficult thing, not only in sport but in life.”

This is a part of Cristiano Ronaldo’s interview with WHOOP Podcast that really caught my attention, and I fell in love with it because it clearly shows how “Discipline” is the fundamental factor in the equation of success. Cristiano explained that everyone already knows the map and the recipe of what he does behind the scenes: his private training routines, the kind of food he eats, his recovery process, his sacrifices, and his strict lifestyle. The real question is not whether people know the ingredients and formula for success or not. The real question is: Do they have the discipline to consistently follow them?

The same idea applies in business ecosystems, including organizations, teams, and individuals, especially nowadays in the artificial intelligence (AI) era, where success ingredients and best practices are more available than ever before. Knowledge is also more accessible than ever before and can now be acquired easily and quickly, even through smartphones. Accordingly, the real challenge is whether people have the discipline to understand, learn, acquire, connect, and consistently apply them. In other words, success is not only about having the formula written on paper; success is mainly about the discipline required to execute this manifesto every single day, as discipline, from my point of view, is the number one, two, and three in the formula for success and the most common and necessary factor among almost all success formulas, if there are many.

Article By Dr. Eng. Amr H. Abayazeed - May 29, 2026.

23. AMR's LEADERSHIP STYLES MATRIX

As a researcher, based on my dissertation "The  Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience: A Study in the Egyptian Petrochemical Sector" in 2025 (*), and by understanding the definitions of leadership styles in my prior article "Situational Leadership," this article summarized and categorized the eight key leadership styles that were discussed before (Autocratic, Democratic, Bureaucratic, Laissez-faire, Servant, Transactional, Transformational, and Charismatic). Neglecting Interactional Leadership that blended transactional, transformational, and charismatic leadership styles, and instead adding Entrepreneurial Leadership as an additional style (this inclusion addressed and matched one of the notable gaps in my dissertation).

To systematically organize these leadership styles, I developed a conceptual 3x3 Matrix in my dissertation, as shown in the next figure, with the X-axis representing “Task-Oriented” and the Y-axis representing “People-Oriented,” where both dimensions are graded as “High,” “Moderate,” and “Low.” This resulted in the division of leadership styles into nine distinct categories, each reflecting varying degrees of focus on tasks and people. The framework facilitated a structured exploration of how different leadership styles balance task-focused and people-focused dimensions, while illustrating how various leadership approaches prioritize operational performance and goal achievement versus employee relations, collaboration, and team engagement.

For example, at the highest point on both axes, Transformational Leadership was characterized by a strong emphasis on both task and people orientation. These leadership styles fostered collaboration, empowerment, and active engagement with teams, while also ensuring that tasks were completed effectively. Entrepreneurial Leadership, on the other hand, was positioned with high task orientation and moderate people orientation, as it balanced managing tasks at a high level with fostering team cohesion. It aligned with the values of risk-taking, creativity, and strategic foresight, while maintaining a strong focus on operational efficiency, and so on. Therefore, the 3x3 matrix not only categorizes leadership styles but also provides valuable insights into how these approaches could influence organizational performance, emphasizing the importance of selecting an appropriate leadership style depending on the situation, according to various organizational contexts.

 

(*) Paper:

Abayazeed, A. H., Sadik, M. A., Negm, E. M., & Ragheb, M. A. (2025). The Impact of Entrepreneurial Leadership on Project Management Success through Team Resilience. Business Ethics and Leadership, 9(4), 67-84. https://doi.org/10.61093/bel.9(4).67-84.2025.

Article By Dr. Eng. Amr H. Abayazeed - May 22, 2026.

22. SITUATIONAL LEADERSHIP

Leadership styles represent the different approaches and behavioral patterns that leaders use to influence, guide, motivate, and manage followers within organizations. Over time, researchers have developed various leadership styles to explain how leaders interact with employees and achieve organizational objectives under different conditions. Each leadership style reflects a unique combination of decision-making approach, communication pattern, authority distribution, and relationship with followers. The following paragraphs briefly review the most common and widely recognized leadership styles in leadership literature.

1) Autocratic Leadership is a style in which the leader makes decisions independently and expects followers to comply with instructions with limited participation. 2) Democratic Leadership, in contrast, encourages employee involvement in decision-making and values collaboration, participation, and shared responsibility. 3) Bureaucratic Leadership focuses on strict adherence to organizational rules, procedures, and hierarchy, making it suitable for highly regulated environments. 4) Laissez-faire Leadership gives employees significant freedom and autonomy with minimal direct supervision from the leader. 5) Servant Leadership emphasizes serving employees first by supporting their growth, well-being, and empowerment.

6) Transactional Leadership is based on exchanges between leaders and followers, where rewards or punishments are used to achieve performance and compliance. 7) Transformational Leadership focuses on inspiring and motivating followers through vision, innovation, and personal development to achieve higher levels of performance. 8) Charismatic Leadership depends heavily on the leader’s personality, charm, confidence, and ability to emotionally influence followers. 9) Interactional Leadership according to the Project Management Institute (PMI), blends elements of transactional, transformational, and charismatic leadership styles to create a balanced leadership approach. 10) Entrepreneurial Leadership combines the innovative and opportunity-seeking mindset of entrepreneurship with the strategic and interpersonal aspects of leadership.

Since organizations operate in diverse and changing environments, no single leadership style can be considered effective in all contexts. Instead, leaders needed to be flexible and adapt their approach based on the situation. For example, a leader may adopt autocratic approach during emergencies requiring quick decisions, while using democratic approach when teamwork participation is more important. This idea led to the development of “Situational Leadership,” which may be considered more of a strategic approach than a distinct leadership style, which emphasizes using different leadership styles according to the situation, culture, and dynamics that shaping individuals, teams, or organizations.

 

To be continued...

Article By Dr. Eng. Amr H. Abayazeed - May 19, 2026.

21. GENERATE IDEAS, NOT CREATE

Creativity and innovation are two expressions that may seem similar and are often used in the same context, but actually they are slightly different concepts. Creativity is about thinking of new ideas or seeing things from a different perspective. Innovation is the process of taking those ideas and turning them into something useful, practical, or valuable. In simple words, creativity creates ideas, while innovation applies and develops them. However, the main question of this article is not the difference between creativity and innovation. The real question is whether terms such as “new ideas” or “creates ideas” are fully accurate expressions.

In reality, ideas are rarely created completely from scratch, as they are usually developed gradually in a cumulative way from previous knowledge, experiences, interactions, and observations stored in both the conscious and subconscious mind. People continuously learn, observe, and interact with others. Over time, they develop their own way of thinking based on their background, education, values, culture, surrounding environment, and many other factors. The mind then connects these factors together, gradually shaping how people understand and interpret the world around them. For example, even when two individuals face the exact same situation or receive the same information, each one may interpret and analyze it differently. These accumulated experiences and mental inputs become part of the individual’s thinking process and influence how they view situations and generate ideas from their own unique perspective.

Another example from a different angle is when a novelist writes an original story. No matter how new or creative the story may appear, it is still influenced by the novelist’s cultural background, experiences, memories, and accumulated readings. Sometimes, the novelist may have previously read other stories that remain stored in the subconscious mind. Later, without consciously realizing it, those earlier stories may help generate similar ideas in a different form or style. The novelist then adds personal perspective, emotions, taste, and creative touch to develop something that feels new and original. In such cases, the novelist is not intentionally copying or imitating previous ideas. Rather, earlier stories unconsciously influence the creative thinking process and affect how the new story is developed and written, even without the novelist realizing it.

This is why, in stories, painting, music, film-making, and even business, ideas are rarely created from nothing. Instead, they emerge through a continuous process of improving, reshaping, and building upon previous knowledge and ideas to form something different and original. Albert Einstein would not have reached the Theory of Relativity without the earlier work of Isaac Newton. In the same way, Apple would not have developed smartphones without the earlier existence of wired telephones and companies such as Nokia and BlackBerry. Therefore, perhaps the more precise term in English vocabulary is the verb “generate” rather than “create.” Humans do not completely “create” ideas from nothing; rather, they “generate” ideas through accumulated knowledge, experiences, observations, and previous innovations.

Article By Dr. Eng. Amr H. Abayazeed - May 15, 2026.

20. IT IS A BUSINESS, NOT A CHARITY

“It is a business, not a charity.” Some people use this popular American phrase harshly, as if business has no heart. However, the deeper truth behind it is often logical and realistic. It follows a simple and fair universal principle: people gain based on the value they provide. If you work, you earn. If you create more value, you earn more. If you create less value, you earn less. This is how the real world naturally operates. Nothing is completely free; value is exchanged for value. This can simply be called the “Exchange Principle.”

By applying the exchange principle in business, mature organizations with fair systems and strong governance pay salaries, while employees provide performance and value in return. This is the fundamental contractual relationship between both parties. Once this balance is disrupted, the relationship between organizations and employees becomes unfair. For example, if employees work hard without receiving fair compensation, the organization is exploiting them. Likewise, if an organization pays salaries to employees who do not provide value or perform well, then the organization is losing value, and the business gradually turns into a charity rather than a profitable entity.

Following this logic, it is fair for organizations to terminate under-performing employees in order to restore the balance of the exchange principle, without hiding behind emotional slogans, false sympathy, or misunderstood concepts of employment rights. The same principle applies from the employee side, as a high-performing employees may leave their current organization for a higher salary, better opportunities, or greater recognition, also seeking a better balance in the exchange relationship.

Nevertheless, does this American phrase mean that business has no heart or ethics? Not necessarily. Supporting high-performing employees, appreciating and rewarding them, caring about their personal lives, and treating them ethically are all important and necessary. Valuable employees deserve attention, respect, and preferential treatment. However, even these actions are still connected to the same exchange principle. Organizations reward valuable employees not only for moral reasons — although morality is a major part of it — but also to encourage performance, increase loyalty, and retain talent. In the end, both organizations and employees continuously seek a fair exchange of value. That is how the universe — including business — naturally operates.

Article By Dr. Eng. Amr H. Abayazeed - May 08, 2026.

19. KNOWLEDGE IN A CONTEXT

Before the internet, obtaining and transferring knowledge was difficult because knowledge dissemination was limited and the transfer process was slow in some cases and restricted in others, especially in developing countries. These countries mainly depended on receiving knowledge from others rather than producing it themselves. As a result, access to accurate, complete, and up-to-date knowledge was limited. Today, with the internet era and the evolution of artificial intelligence (AI), the problem has changed. Trillions of data are available. While this creates new opportunities, it also creates confusion and distraction. As a result, although data is easier to access than before, transforming it into meaningful information and applicable knowledge has become more challenging. This idea is reflected in the long-standing mission of Google: “to organize the world’s information.” 

Nowadays, the competitive advantage of entities, organizations, and individuals no longer depends on who owns more data or who has access to it, and not only on who can classify data, organize it effectively, and transform it into information, then give that information meaning so that it becomes knowledge, as reflected in the DIKW model. What is increasingly important today is how to deal with knowledge rather than data, the ability to classify it properly by assigning appropriate titles, to contextualize it by identifying what is contextually relevant, actionable, and value-adding, and to integrate and connect it with other relevant knowledge to see the complete picture. This cannot be achieved without a deep understanding of knowledge and the ability to critically evaluate and apply it effectively, not just acquire it. The ability to structure and integrate knowledge in a holistic way is what leads to greater value and better decision-making.

 

Article By Dr. Eng. Amr H. Abayazeed - April 24, 2026.

18. THE DECISION-MAKING PROCESS

The definition of decision-making, in its simplest form, is about choosing from the available "Alternatives" by evaluating and comparing the expected outcomes "Payoffs" of each option. A payoff represents the measurable result or consequence of a decision, which can be expressed in terms of profit, cost, efficiency, customer satisfaction, or any other relevant metric. Decision-making becomes especially critical when outcomes are uncertain and when each alternative may lead to different potential consequences. In such situations, it is not always clear which option will yield the best result — if the outcome were certain, there would be no real decision to make. Therefore, decision-makers must carefully analyze all available alternatives, estimate the possible payoffs, and consider the likelihood of different scenarios to make reasonable and rational choices.

A decision-making matrix, also known as a payoff table, is a practical tool used to support decision-making when there are multiple alternatives and uncertain outcomes. It organizes all possible choices, "Alternatives" in rows, and the different conditions or scenarios, "States of Nature" in columns, that might occur. Each cell in the matrix shows the "Payoff" resulting from a specific combination of an alternative and a state of nature. The matrix helps decision-makers systematically evaluate and compare alternatives by visualizing how each option performs under different conditions.

A decision-making matrix can be evaluated using four main techniques, each reflecting a different perspective on risk. The "Maximin" method represents a pessimistic approach; it considers the worst possible payoff for each alternative and then selects the one with the best of these worst-case outcomes. In contrast, the "Maximax" method reflects an optimistic approach; it looks at the highest possible payoff for each alternative and chooses the one with the best highest payoff. The "Laplace" method follows a best average approach, assuming all outcomes are equally likely; it calculates the average payoff for each alternative and selects the one with the highest average value. Lastly, the "Expected Value (EV)" method uses a probabilistic approach; it multiplies each payoff by the probability of its corresponding state of nature, sums these values for each alternative, and selects the one with the highest expected value. These techniques provide a structured way to assess decisions under uncertainty, depending on the decision-maker’s risk tolerance and the availability of probability data.

In conclusion, making good decisions means following a clear process while also considering how much risk you are willing to take. Tools like the decision-making matrix, along with methods such as Maximin, Maximax, Laplace, and Expected Value, help compare different options in a structured way, even when the future is uncertain. In the end, a strong decision comes not just from the numbers, but from understanding what those results mean for your goals, your team, and the situation you are working in.

Article By Amr H. Abayazeed - August 16, 2025.

17. MOVE 37

In 2016, a major breakthrough in artificial intelligence (AI) happened during a game of Go — a board game that originated in China over 2,500 years ago, making it one of the oldest board games still played today. It is known for its simplicity but deep strategic complexity, often considered more challenging than chess — This pivotal moment came when AlphaGo, an AI developed by DeepMind, played a five-game match against Lee Sedol, one of the best Go players in the world. The match attracted global attention because it showed how AI could challenge human intelligence in new and unexpected ways.

In the second game, AlphaGo made a move that became famously known as "Move 37". At first, this move surprised game experts and top Go players, who were watching and observing the match LIVE, because it did not follow the usual strategies that professional players use. Many thought it was a mistake; they even suspected a bug or a glitch in the system. But as the game continued, it became clear that the move was extremely clever and gave AlphaGo a strong advantage.

This move showed that AI could make creative and effective decisions that go beyond human thinking, opening a new chapter in the evolution of AI. This moment became a powerful symbol of how machines can think differently — and sometimes better — than humans in highly complex tasks. It showed that AI is not limited to copying human strategies but is capable of discovering entirely new approaches that humans might never consider. Move 37 was not just a smart move in a board game; it became a historic turning point that changed how people see the potential and the future of AI.

Article By Amr H. Abayazeed - July 29, 2025.

16. YES MEN

In organizational settings, effective decision-making relies on open dialogue, diverse perspectives, and honest feedback. However, some teams develop a culture where employees hesitate to express disagreement or raise concerns. This can give rise to what is commonly known as the "Yes Men" phenomenon. The "Yes Men" refers to individuals — typically subordinates or team members — who consistently agree with their leaders or superiors without offering honest feedback, critique, or alternative viewpoints. These individuals tend to align with every decision or opinion expressed by leadership, regardless of its merit or potential risks. This behavior is often driven by personal interests such as a desire to gain favor, maintain job security, avoid conflict, or out of fear of possible negative consequences, such as being ignored, criticized, or seen as not supportive.

The "Yes Men" culture can severely harm organizations by creating an environment where innovation, accountability, and critical thinking are suppressed. When team members only agree with their boss and hide problems or concerns, leaders may make poor decisions based on unrealistic or inaccurate information driven by misleading data. Over time, this leads to poor performance, missed opportunities, lack of adaptability, and a toxic culture where loyalty is valued over competence. Ultimately, such organizations become inactive, exposed to crises, and disconnected from real-world conditions.

To avoid becoming part of a "Yes Men" culture, team members and subordinates should build the courage to speak up respectfully and in a helpful way. Sharing honest opinions, raising valid concerns, and offering alternative ideas are not acts of disloyalty but signs of true engagement and responsibility. It is important to approach disagreements with professionalism, support feedback with facts, and focus on solutions rather than criticism. Once all concerns and suggestions have been clearly presented, your responsibility is fulfilled — it is then the leader’s role to make the final decision. 

By the way, there is a rule of thumb in management called the “10th Man Rule”, which helps prevent the dangers of a "Yes Men" culture. According to this rule, if nine people in a group agree on a decision, it becomes the responsibility of the tenth person to challenge the idea and consider alternative viewpoints. This does not mean disagreeing just to cause trouble, but rather thinking critically, questioning assumptions, and exploring what others might have missed. It is a way to avoid blind agreement, uncover hidden risks, and make more balanced decisions.

Article By Amr H. Abayazeed - July 24, 2025.

15. WHERE DOES “PR” BELONG IN ORGANIZATIONS?

Public Relations (PR) in literature is a communication process focused on building and maintaining positive relationships between an organization and its various public, including customers, investors, employees, media, and the general community. It is often discussed as a crucial component of the promotion mix within marketing. PR differs significantly from advertising in that it primarily seeks "earned media"; favorable coverage generated through news articles, features, and public interest stories, rather than paid placements. The goal is to influence perceptions, build brand equity, and enhance credibility by sharing information that highlights the organization's positive attributes, product launches, social responsibility initiatives, and overall values, thus enhancing the brand image of the organization.

There is an argument about where the PR department should exist within an organization's structure. There is no ideal structure, as it depends on the organization's size, industry, strategic priorities, and the role and power of the marketing department in the organization. Historically, PR might have been integrated under the marketing department if its role in these organizations performed strategically, but if the marketing department is not strong enough that might limit its scope to just promotional activities. However, another argument exists for placing PR at a higher, more strategic level, often reporting directly to the CEO. This elevated position allows PR to act as a separate management function, providing guidance on critical decisions that could impact on the organization's reputation and relationships; it can proactively identify potential issues, manage crises effectively, and ensure that all organizational communications align with its overall vision and values.

I believe that PR should be placed within the marketing department if marketing is strategically responsible for customer relationships, stakeholder engagement, organization-wide branding, and even treats employees internally as ambassadors for the brand image of the organization. This is because when PR is relatively separated from marketing and reports directly to the CEO, this often leads to miscommunication issues and a lack of clarity between its core marketing-related mission as an essential part of promotion mix and the organization’s strategic goals.

Article By Amr H. Abayazeed - June 27, 2025.

14. EXPERIENCE & ENTITLEMENT SYNDROME

Experience is the practical application of knowledge over time, through action, reflection, and adaptation. It includes lessons learned, skills sharpened, and judgment developed. Based on this definition, we can represent experience in the following equation:

 

Experience = Knowledge + Practice + Reflection (Outcome).

 

Therefore, knowledge without practice is often referred to as "Book Knowledge" rather than true experience. Similarly, practice without knowledge is referred to as "Flying Blind" or, as we say in Egypt "فهلوة" as slang.

 

Another related topic is Entitlement Syndrome in organizations, which occurs when employees believe they deserve special treatment, certain privileges, recognition, or rewards, regardless of their effort, performance, or merit. They may expect benefits just because they have been with the company for a long time (Claim of Expertise) or think they are more important than others. This attitude often comes from poor true evaluation, unclear rules, lack of criteria, or an organizational culture that does not reward hard work fairly. It can also develop if managers avoid giving honest feedback or if people are praised too much without real results. This behavior can hurt teamwork and lower motivation across the organization.

 

To mitigate entitlement syndrome in workplaces, especially in Egyptian culture — a widespread phenomenon that deserves to be studied there — the primary actions involve prioritizing real experience and truly effective evaluation with clear determined criteria over unearned claims and inflated self-assessments. This adjustment will allow recognition and reward systems in organizations to begin aligning success with actual work, rather than assumptions. These are not all actions, but the key actions, among others, to ensure fairness, boost teamwork, and maintain high motivation.

 

 

Article by Amr H. Abayazeed - May 16, 2025.