Internal analysis to the Ministry of Interior Qatar
Internal analysis to the Ministry of Interior Qatar
The internal analysis identifies and evaluates the specific character of Ministry of Interior Qatar such as its capabilities, resources, core competencies and others. It would review the organization’s strength and weaknesses and identify the basic competencies that improve its performance.
The organizational analysis reviews the working environment, development, and operations of Ministry of Interior Qatar. Mckinsey 7S model is used to assess and monitor changes in the international conditions of the company. It is based on the structure, strategy, systems, skills, style, staff, and shared values of the organization . The models would help to assess the current situation and alignment of those seven elements and identify the needs that are required to maintain alignment and improve its performance.
Structure
The structure of the ministry is based on the Emiri decree and the government representative serving the nation through providing various services such as security, protection, organized traffic movements, and others. The employees are performing in right direction according to the organizational policies to improve its value.
Strategy
The ministry has established an effective strategy to ensure permanent security, active participation, and outstanding performance. The strategy is focused on facing the challenges and providing security and safety to the nation(Ministry of Interior, 2016).
Systems
The ministry has used different approaches to provide quality services through the qualified and skilled team and ensure the efficient systems. The entire system has provided valuable services through most innovative ways in a timely manner.
Skills
The organization has a team of skilled and qualified people that improved its operational performance and reputation in eyes of the national. It has focused the employees’ development through providing most innovative training and development program that enhanced the organizational effectiveness .
The management has ensured the innovative and positive style to create a good relationship with the employees. The top management has ensured the effective organizational culture and focused the employees’ interest to improve their performance.
Shared values
The ministry of interior has created effectively shared values on the basis of the national values. It has established certain ethical values and code of conduct to ensure the healthy environment .
Process analysis
It is a systematic approach that improves the understanding of the business process of the ministry of interior. Porter’s value chain is a set of activities that carries by the ministry to create value for the employees. The organization’s value chain consists of different primary activities including inbound logistics, operations, outbound logistics, marketing and sales, and services. The support activities are procurement infrastructure, human resources management, and technological development. The ministry has created a good relationship with its suppliers and ensured effective logistics activities. The primary activities have improved different tasks such as on the status of their pending documents, bringing together departments including passports, immigration, traffic, criminal evidence and intelligence, and borders that provided valuable services to the customers .
The effective marketing services have provided online services to the national and provided complete information about different inquiries in a timely manner. The ministry has supported to implement the Qatar Maritime Security and provide improved services to the people. It has developed to improve its operations and achieve security goals . The organization has invested in the development of human capital through innovative activities such as hiring, training, development, compensating, and others. It has focused information technology development and offers world-class service to the nation. The ministry has used good approaches to ties various departments and ensure the healthy coordination in the organizational culture.
Financial analysis
It helps to assess the stability and profitability of the organization and evaluate budget, project, and other finance-related entities to determine the performance of the ministry. Benchmarking (BCG) provides in-depth evaluations, qualitative self-assessments, and quantitative benchmarking. The ministry has established corporate benchmarking to increase the performance and growth. The management has announced the strategy of the organization for the period of 2011-2016 to improve cultural awakening and scientific growth and development. It helps the organization to create a good relationship with the society through better performance, fair dealing, and fast completion of the different transaction. The strategy ensures the maximum range of security and development of professional culture in the organization. The management has focused the technological benchmarking and objective achievement through optimal utilization of financial resources, effective planning of budgets, and allocating different resources in an effective manner . The annual budget of 7,174,639,085 QR has allocated to ministry of interior in 2015 and total expenditure was 7,123,787,508 QR. The ministry has collected the revenues of 3,064,611,521 QR in 2015 that is 9% increase from what was collected in the previous year which was around 2,819,579,197 QR .
Marketing analysis
The ministry has developed effective marketing strategies and offered advanced services through contribution of satisfied employees. It has added different new services to its revamped site such as E-service applications, minor traffic accidents registration via Metrash2, online vehicle inquiry, and others. It has launched a biometric process to enhance the service efficiency and run the operations smoothly. The organization has focused the nation’s needs and wants and improved its marketing services to increase the employees’ satisfaction. The advance marketing services haveincreased the reputation of the organization (The Ministry of Interior, 2015). It has offered different MOI forms, E-services, inquiries, and other access on its website (The Ministry of Interior, 2016b).
References
Fleisher, C. S., & Bensoussan, B. E. (2015). Business and Competitive Analysis: Effective Application of New and Classic Methods. New Jersy: FT Press.
Ministry of Interior. (2011). Ministry News. Retrieved from https://www.moi.gov.qa/site/english/news/2011/02/02/23523.html
Ministry of Interior. (2016a). Ministry Strategy. Retrieved from https://portal.moi.gov.qa/wps/portal/MOIInternet/aboutministry/ministrystrategy
Ministry of Interior. (2016b). MOI Services. Retrieved from https://portal.moi.gov.qa/wps/portal/MOIInternet/services/inquiries
Ministry of Interior. (2015). Qatar at glimpse. Retrieved from https://www.moi.gov.qa/site/english/aboutqatar/index.html
Ministry of the Interior. (2015). Norms and Social values. Retrieved from https://www.moi.gov.qa/unccpcjdoha/english/Norms_Values.html
PR Newswire. (2013). Qatar Ministry of Interior Officially Supports the Inaugural Qatar Maritime Security - Coastal & Border Surveillance Conference (QMARSEC) of 2013. Regional Business News.
Qatar General Secretariat for Development Planning. (2011). Qatar National Development Strategy 2011-2016. Doha: Qatar General Secretariat for Development Planning.
The Ministry of Interior. (2015). The Ministry of Interior Qatar Transforming its organizational model to automate their vital operational processes.Retrieved fromhttp://www.aurionpro.com/wp-content/uploads/2015/09/Aurionpro_ADI_ADX_Case-study_MOI.pdf
The Ministry of Interior. (2016). MOI services. Retrieved from https://portal.moi.gov.qa/wps/portal/en
