No system or managerial skills can overcome the Egyptian fahlawa factor, which is at its peak as people think of everything in terms of money, rather than taking a holistic view.
The majority of procedures in Egypt are considered formalities and few are directly related to core operations. Many managers often begin making changes and do not want to be questioned regarding those changes.
Not everyone is born to be a manager. But yes, a person can become one through experience and training. However, people have to bear in mind that others will experiment them, and such lab rats are likely to suffer from these experiments. Should they be treated as an experience as well?
On another note, how are employees supposed to work with a boss or manager who prefers to brag about his greatness in managing the company, who cares about appearances rather than substance.
Everyone should have nametags, uniforms, a professional outlook, signs and all. Why? Because multinational companies do that. We would rather copy things rather than actually implementing the ideals that govern business and the norms used in the treatment of employees. Instead, Egyptian companies end up looking like multinational-company wannabes. We need to be true to our vision and our mission, and not simply have ones like foreign companies do.
The Banika Syndrome appears when a wannabe company tries to generate profit through relations and pretending to be prestigious with a so-called “system”. Although this method works, a company cannot simply rely on pretenses alone. Instead, it should focus on improving its services, standards, procedures, compensation packages, in addition to taking care of its employees and its main customers. Under the Banika Syndrome companies sell products for money on-the-go like kiosks where there are no departments or titles, instead of taking the time to immerse themselves in the business by creating a reputable organization.
Similarly, the Vatreena Syndrome comes as an addition to glam things up. This means that looking the part, in the opinion of some managers, is more important than being the part. Think about it in the future: Is what you are doing going to lead to financial sustainability and growth or not? If not, you need to reconsider your decisions. If you do not know how to do something, then get the experts who do. But the most important thing to know is what you want.
Having a vision for your company will cure you from the Banika Syndrome and putting a mission with set goals to for every quarter, every half-year period, every year, every 5-year, or 10-year period…etc and achieving those goals will one day make you a multinational company and everyone will work on imitating you.
GET CURED!
By: Hidy Rostom
Photography: Mahmoud Mansi
Edited by: Nada Adel Sobhi and Mona Timor Shehata