Table of content:-
Introduction 2
Vision 2
Purpose and Values 3
Internal & External Organization 3
Personnel 4
Leadership Style 4
Ownership Structure 4
External Network Structure 5
Customers 5
Supplies/Supplier 5
Marketing Communication 5
Introduction
In each country hold’s history, a story to tell from generation to generation, which includes the culture and values of the people from the certain country. Thus, Qatar built a place that will remind them about their origin, a place that can represent them by a glimpse of glance through art, literature, music, visual art, conventions and exhibitions. This place is called Katara a cultural Village Foundation which is located on the eastern coast between West Bay and the Pearl and spread over 1,000,000 square meters.
Way back before the year 150 AD, “Catara” was the first and most ancient name designated for Qatar Peninsula in geographic and historical maps. On the map drawn by the geographer Claudius Ptolemaeus in 150 AD, published in 882 AD -1477 AD and later in the Historical Atlas of Islam, the peoples of the Arabian Peninsula in the middle of the second century AD were identified. The name “Katara” appeared in the geographical and historical maps in early eighteenth century AD. In a French map of the Arabian Peninsula coast line, sea and gulf, the name was written “Katara” instead of “Catara,” which was the designation used by geographers from the map of Ptolemaeus in 150 AD until 1738 AD.Tracking the etymology of Qatar throughout history is both useful and interesting given Qatar’s cultural and educational wealth. This cultural richness plays a very important role in promoting and building the Qatari society.
Vision
The vision of Katara is to be a world-leader for multi-cultural activities.
Contributing to the achievement of Qatar National Vision 2030, dedicate every effort to nurturing social development through art and cultural interchange. Aspiring to build a community of creative and innovative people, who are aware of their surroundings and are knowledgeable about global cultures.
Purpose and Values
Katara is a place where people share cultures to nurture understanding and peace.
In an ever-evolving digitalised global world, the goal is to provide a platform for people of the world to come together and share the wealth of their vibrant cultures, to embrace differences that make the world unique and to discover similarities that unite people regardless of their origin.
Inspiring – Katara are friendly and engage people in exciting cultural experiences.
Multi-Cultural – are Proud of own national heritage and respect all cultures of the world.
High-Quality – Are a professional team that always provides the customers with an excellent experience.
Internal & External Organization
The Organizational Structure of the Katara Cultural Village Foundation shall consist of the administrative units indicated in the regulatory chart attached hereto as follows:
First: the Administrative units under the Chairperson of the Foundation
1. The Chairperson’s Office.
2. Department of Legal Affairs.
3. The Internal Audit Unit.
Second: Units affiliated to the General Manager of the Foundation.
1. Research and Studies Department.
Third: Units affiliated to the Deputy of the General Manager of the Foundation for Cultural Affairs.
1. Department of Cultural Affairs.
2. Marketing Management and International Affairs.
3. Department of Public Relations.
Fourth: Units affiliated to the Deputy of the General Manager of the Foundation for Joint Services.
1. Administration of Joint Services.
2. Projects Management and Technical Facilities.
3. Department of Contract Management.
4. Hospitality Management Department.
Personnel
As of the present time, Katara Cultural Village are having around 300 employees which are designated in the different departments. Each employees are having different functions, roles and responsibilities to their assigned task. The said 300 employees includes from the top manager (CEO/president) down to the low level managers with their subordinations.
Leadership Style
The type of leadership in Katara Cultural Village is a Democratic leadership. The said organization is aiming to be better as years passed by, they are achieving their goals with the help of their subordinates. Though the top manager/s (president and Board members) are the one who’s responsible for decision making but they are considering their people’s suggestions and recommendations. They are encouraging their employees to be more active and participate in any means they can. Management of Katara is open for a change and willing to take risk for the better of the organization.
Ownership Structure
Katara Cultural Village is a state ownership. It was built by the Emir of the State of Qatar, Al-Sheikh Tamim Bin Hamad Al Thani. It is a government owned asset and they own the controlling stake of the shares.
External Network Structure
1. Government – provider of the laws and regulation to the Katara
2. Customers – tourists, visitors and residence of Qatar
3. Media – advertising Katara to be known to the people since it was built recently.
4. Community – Brook Magazines, Poet Majles, Bedaya Center, Forum of Arabic and International Relations, Sout Al Khaleej, Arab Postal Stamp Museum, Al Gannas Association, Childhood Cultural Center and Qatar Society of Engineers
5. Other companies – Exonmobile and Commercial Bank Center
Customers
The customers of the Katara Cultural Village is mainly the people residing in Doha-Qatar that includes it’s local people and other nationalities. It also caters the tourists since this place is one of the tourist spot of the country. Customers are basically from different folks of life all over the world. Hence, if there is an exhibit in Katara like book fair and photography, then basically it’s participants are from different nationalities that are showing their skills thru competitions.
Supplies/Supplier
The supplier of Katara Cultural Village is from domestic to international. The domestic one is giving supplies to restaurants, some shops and other materials or goods that is provided by the company within Doha. While for the international supplier, they are those suppliers of the materials or goods that are not available in Doha and needs to be imported from other different countries. Mostly arts and exhibits are imported from different countries in Middle East and other part of the globe that mostly focuses on their cultures.
Marketing Communication
The Marketing communication of the Katara Cultural Village are in different forms. They are promoting their organization via print adds (such as pamphlets, flyers and other different forms of pinted papers), via media (they used televesions and redio), direct marketing and social media. Since technology is the easiest and fastest way of dessiminating information, Katara Cultural Village creates a webpage where they updates all the incoming events and activities, it also gives information about the other offices within the village, and as well anouncements and other related information. Their Marketing communication is an effective way especially using the media because mostly people are attached with the televison and radio. While their webpage is great help not only for them but especially for the visitors who resides in other countries, through their webpage they will be aware of what’s katara will offer them when they come.
