The Fundamentals of Organisation Development and Management - Essay Example

Name: University: Instructor Date: Organisation Development and Management 1.0 Introduction Abu Dhabi National Oil Company (ADNOC) was founded in 1971, to run in every oil as well as gas industry region and since that time the company has progressively widened its activity instituting companies as well as subsidiaries and generating an incorporated oil and gas industry in Abu Dhabi (ADNOC). These days, ADNOC runs and directs oil production of over 2.5 million barrels each day which ranks it in the midst of the leading oil and gas corporations across the globe. Vision, Goals and Objectives Vision: ADNOC Company aspired to develop into a value-added supplier of sustainable, unified and premium products and as well the services in the gulf region (ADNOC). With regard to its mission, ADNOC is a value-focused organisation running a well thought-out logistics support based foundation offering wide-ranging products as well as services to the oil and gas industry, whilst remaining dedicated to the society, its clients, workers and owners. ADNOC marketing itself is an in detail examination of the ongoing market products, prior to generating strategies its product strategy. The ADNOC oil customer stands across the globe and its marketing strategies is profitable ideas which enable the oil demand to increase in the future. The company’s product stations are supported with the assistance of ADNOC distinguished joints opening around them, and which assist preserve the multitude at this joint , and as a result, heightening the company sales (Zawya). Goals and Objectives: 1. To set up and build up UAE Nationals’ prospective in the oil, energy, and gas industry by offering training opportunities that are pertinent, convenient and career oriented. 2. To offer resolutions that meets the Emiratization goals of the company’s partners 3. To offer rewarding entry-level job chances in the oil, gas as well as energy industry that consist of current professional development for the citizens, brace and support the the country’s professionalism. 4. To heighten the number of citizens employed in the company, particularly on offshore operations. 5. To protect the ADNOC future operations and ensure employees are well trained, skilled and motivated. 6. To develop, contribute and increase policies that support diversity, accountability, even-handedness, and mobility (ADNOC). Direction and Scope The company aspires to ad infinitum attain the highest HSE performance standards, and create technical ability as well as leadership proficiency to handle an escalating multifaceted business. Besides that, ADNOC resourcefully assess, establish and carry out optimum reservoir management as well as development strategies to maximize recovery, whilst reducing operation cost. The company hopes to implement technologies as well as strategies that allow the most effective field operation in addition to development. Finally, ADNOC make sure their facilities are reliable. 2.0 Organisational Structure ADNOC has an enormous hierarchy in its organisational structure, and according to Modine and Lloyd (108) the company is headed by chief executive officer (CEO) and below him is head of public relations, HRM, manufacturing, operations, quality, marketing, and finance. Importantly, the abovementioned departments have its own chain of authority. It is Functional ADNOC Company uses a dynamic functional organisational structure to successfully meet upcoming setbacks. ADNOC has specialized departments that report to the head of that department, normally acknowledged as top management. Known as functional units, Modine and Lloyd (108) posit that these ADNOC specialized units has employees with a range of but associated skills classified by resemblances. All ADNOC functional units’ manage one factor of the product offered: research and development, marketing and information technology. Head of department is accountable for coordinating the every unit efforts and interconnecting them jointly into a unified whole. ADNOC organisation structure groups those with comparable knowledge in a similar place; given that the company’s workers nurture within their field, and this has brought about professionals development, particularly in technical units. Since ADNOC has appropriately crafted performance management that supports the entity skills visibility, the functional structure has enabled the company to train others so as to ascend the hierarchical ladder in the future. The comprehensive training as well as purposeful career course has offered ADNOC workforce plain career objectives. Fig 1: ADNOC Organisational Structure The hierarchy and the span of control The quality management tool used by ADNOC is Total Quality Management (TQM), and as a tool for operation management, TQM is extensively acknowledged by oil companies in Gulf region. Beforehand quality management was defined by statistical tools to enhance mass production environments, while sampling-probability and control chart theories were utilised to uncover differences from levels of tolerance. The effectiveness of such charts was observed in Japan where such control charts were utilised at every worker level together with PDAC (plan do check action cycle). According to GlobalData PDAC creates the foundation of modern's Quality Control. ADNOC understand that QM goes further than statistical tools to conformance quality, enhancement quality, and decision-making tool for quality. ADNOC depends on total quality management standards to retain quality of its products as well as service. In recent times the company has worked soundly in enforcing TQM in it industrial functions. An additional thing in relation to TQM approach of ADNOC is its quality enrichment in every department, and as a result, the company has selected quality parameters in all its functional units. Organic For the reason that communication are typically among workers, ADNOC top management understands that decisions can be achieved through agreement amongst groups of workers, instead of by entity managers or head of departments. Furthermore, in ADNOC there tends to be an enormous amount of data sharing in the midst of staff, instead of information concentration at the top levels of the company that is normally observed in conventional top-down reporting business enterprises. Notably, there is an enormous amount of collaboration between ADNOC departments, instead of the silo effect that takes place in organisations that are more hierarchically-organised. The benefit of the ADNOC organic organisational structure is that the prevalent accessibility of data has brought about enhanced resolutions that respond well to present market state of affairs, which is valuable in an unsound market setting that is repeatedly subject to alteration. The ADNOC organic organisational structure has influenced human resources tremendously, given that it has functioned more excellently with workers who have sundry sets of skill as well as the capability to cope with and decide on manifold issues. Such types of workers do not require much direction from top management. Decentralized Decision Making and Controlling ADNOC employs decentralized decision making, which undoubtedly has created less inflexibility and flatter organisations’ hierarchies. When the company leaders delegates responsibilities of decision making, there as well subsist broader extents of control in the midst of executives, generating a more tangential stream of information. Therefore, there are more bottoms up directional information stream, permitting for more creativity and effectiveness closer to the production means. Decentralized decision making has enabled ADNOC heighten information flow in that way permits for creativity in what is acknowledged as Total Quality Management. ADNOC workforce is empowered by having more independence to decide for themselves, providing them a sense of value, and thus, makes them feel appreciated by the company. This form of decision making has as well enabled ADNOC to widely use the available experience and skills, which has been achieved and put into practice a number of their own thoughts. Decentralizing has as well enabled ADNOC to take a number of everyday burdens in company operation. When ADNOC permitted head of departments to carry out tasks such as ordering supplies or recruiting new workers, it freed the department leaders to use more time on important issues, like meeting with key stakeholders (GlobalData). 3.0 The Role Leadership ADNOC Company has developed a firm leadership team with established, profound know-how in directing the growth as well as development of economic and the company in general. To remain prosperous, ADNOC Company has tapped into the skills and knowledge of its employees, but the conventional pyramidal management structure used by the company which is somewhat still active in has somehow obstruct instead of facilitate skills and knowledge. New-fangled approaches are used by the company leaders to promote collaboration, insight, alignment as well as inventiveness in the midst of the company’s whole labour force. ADNOC latest development from a pyramidal structure to a more network structured organisation offers evidence of the worth of enforcing this leadership approach (ADNOC). ADNOC attained this by means of its sustainable program, which contains crucial elements: enforcing flexible as well as flat structures. In this regard, a thorough assessment of corporate functions and structure was embarked on, and the hierarchical levels’ number was condensed. Another crucial element is motivating management, programs were enforced to advance the managers’ leadership skills, beginning at the higher level, and to overturn their responsibility from “passive evaluator” to “devoted developer”, as well as to make them accountable for the employee development. The company developed a structure with less promotion levels, less hierarchical levels, which are at the movement available. Besides that, interfunctional as well as interregional moves were hence improved to motivate both organisational learning as well as personal development, and novel roles were developed that intersect conventional career paths. ADNOC also developed a talent pool in proportion to the development desires of the company. In addition, in reaction to its organisational structure, ADNOC developed horizontal remuneration models that facilitated better remuneration even devoid of promotion. ADNOC has at all times held a firm credence in the desire for unremitting training, both through external as well as internal programs. The company sustainable programs chaired by the company CEO has made a crucial input to company outcome based on excitement as well as drive. Furthermore, leadership skills have noticeably become better, and the new-fangled compensation paradigm has enhanced the competitiveness of the company at every level (Zawya). ADNOC offers an obvious example of how an organisation must manage a boundless labour force, and exhibits concretely that workers are the most vital asset in the company. The conventional management role of centralizing information as well as being the only communication source between top management and employees is still entrenched in the way of thinking to scores of managers these days. ADNOC managers understand that conventional management accompanied by reporting lines to one manager and the trend of in-house competition to generate firm “loyalty” to the mangers, automatically generates silos. The conventional management principle put workforce in a contending mode, which according to ADNOC can limit and even deject sharing of knowledge and collaboration. 4.0 The Role of Followers (Employees) Employee development in ADNOC refers to purposefully enhancing the company workers’ professional skills by means of specialized training and purposely managed experience. ADNOC worker development programs assists workers develop individually, and also training them things such as effective skills for conflict management, which can absolutely have an effect on every part of their live. So that the program works, workers have to take individual responsibility in reacting to and exploiting the chances the company offer. Particular factors of worker development programs in ADNOC place heaps of responsibility on workers to work hard in their own time. For instance, the company has offered a training compensation plan, but workers must offer their personal times working as well as studying toward their goal. Similarly, the company has sent workers to workshops and seminars, but workers have to decide to make use of their free time for making professional contacts and learning instead of see the tour like a holiday. ADNOC Managers benefit from a rational paradigm to direct execution actions and decisions, and with no guidelines, implementation turns out to be a labyrinth. Furthermore, with no leadership, workers do the stuff they believe are imperative, time and again leading to clumsy, differing, even incompatible actions as well as decisions. ADNOC understand that devoid of the logical approach benefit, execution of tasks fails for the reason that managers do not understand what actions to take and the time for taking those actions. Therefore, having a roadmap or paradigm definitely influence the success of execution, but lacking results into an execution disappointment and failure. ADNOC made the essential changes in the execution process and conquered opposition, thus, becoming successful. This action needed certain attentiveness to detail, a concentration on goals, performance measurement, as well as a firm dedication to carrying out task at hand. Undoubtedly, managing change is challenging, but triumphant execution relies on it ADNOC employees are empowered, and are independent groups of individuals working collectively to attain the set goals. They encompass the company know-how, power, accountability as well as skills to enact their individual decisions for the company. The top level of management alleviates the employees’ direction, which steers the process of empowerment by linking it to the company's business metrics along with needs. ADNOC management concentrates on developing workers as well as bracing the organisational objectives. The workers are dedicated to and accountable for organisational objectives. Repeatedly, workers establish that their job descriptions have been broadened and redefined, by and large toting up a number of tasks previously carried out by others. The objective according to GlobalData is to capitalize on the use of all and sundry's talents; thus, ensuring no skills gaps exists. ADNOC understand the significance of nurturing a talented labour force since with it, all is likely and the sky is the limit. Devoid of it, the company can be sure of several ineffective strategic endeavors, in succession. Amongst the broad scope of organisational procedures associated with retaining competent workers, corporate competencies have turn out to be a focus in ADNOC, assisting the company comprehends where to focus resources like training as well as incentives programs. By plainly recognizing the precise competencies, ADNOC has ensured it hires and manages talented employees strategically, by placing the right employees in the right works with the capabilities to execute at their utmost potential day after day. In ADNOC making use of best practices, a diminutive set of values-based competencies as well as core leadership were instituted across the company. Such competencies are widely used to every worker and transmit an authoritative message, reflecting the company’s expectations, business strategy, in addition to exceptional dynamics in the market. ADNOC leaders are time and again faced with some setbacks when it comes to worker management since worker’s recognition into the organisation as well as supervising work quality are just a number of the concerns that top the list. Worker motivation is an additional fundamental element to running a successful company. There are scores of paraphernalia that ADNOC managers use to motivate develop, train their employees, and amongst them include incentives like bonuses and training. 5.0 Conclusion In conclusion, it has been argued that ADNOC main goal is to set up a healthy competition without compromise on the services quality delivered by the company. To realize their goal and objectives, the company employ modern technology tools and an extremely competent and knowledgeable service team. The company achievement is measured by the sundry resolutions the company has presented as well as consumer satisfaction. To continue succeeding it is recommended that ADNOC Identifies and executes novel processes as well as initiatives that assist the department/customer achieve its objectives. Furthermore, the company should translate thoughts into specific actions to enhance operations, and should also dynamically seek the best means of getting the job completed. Work Cited ADNOC. About ADNOC. 2013. 26 April 2014. . GlobalData. Abu Dhabi National Oil Company - Strategic SWOT Analysis Review. 4 February 2014. 26 April 2014. . Hellyer, Peter. End of a 75-year era of oil-fuelled progress for Abu Dhabi. 9 January 2014. 26 April 2014. Modine, John and Frank Lloyd. "Upping the ante for leadership accountability in oil and gas." Offshore (Tulsa) 71.1 (2011): 108-108. Zawya. Abu Dhabi Company for Onshore Oil Operation's (ADCO) employee development recognised by global accountancy body. 19 September 2008. 26 April 2014. . Read More