Question:
| C) Assessment brief / activity |
| Please choose either; Organisation Design or Organisation Development You are asked to base your review on your own organisation or one you know well. Where this is not possible we will provide a case-study organisational context for you to work from |
| Write an individually completed and organisation based assignment leading to a 3000 word (+10%) report which critically reviews the theory and practice involved in implementing effective organisation design or organisation development strategies and programmes. Your critical analysis should include: The relevant organisation contextual and environmental factors and how these impact organisation design or development strategy The historical and theoretical basis of organisation design and development and the value or contribution to the organisation’s context The impact of organisation culture norms and behaviours of stakeholders A range of available approaches and methodologies for organisation design or development with reference to theory and research An evaluation of the importance of the role in HR in advising on design and development choices and in supporting implementation Recommendations for a solution and/or for future improvements |
Solution:
Table of Contents
2.1 Requirement for Change and Rationale. 4
2.2 Organisational Structure and New Structure after Merger. 4
2.4 Organisation Design Model 7
4.1 Capability assessment of mapping personnel to right positions in the new company. 12
4.2 Preparation of new Manpower agreement and all HR plans. 13
Appendix 1: Implementation Plan. 17
1.0 Introduction
The Abu Dhabi National Oil Company (ADNOC) is a World leading energy producer established in 1971 and headquartered in Abu Dhabi. Its operations are anchored in the overall hydrocarbon value chain through a network of fully-integrated businesses with diverse interests ranging from exploration, production, storage, refining and distribution of a wide range of petrochemical products. The company objectives are creating improved efficiencies through benchmark performance, integrating a balanced scorecard approach in the entire group and aligning with their key performance indicators. The company vision is working collaboratively in harnessing energy resources in services for the nation. Similarly, their mission is operating through partnership, innovation and a relentless focus on high performance and efficiency for maximizing value for energy resources. As part of the company initiative of objectives, mission and vision attainment, the management has initiated a process of merging its two largest offshore operations. As noted by Yusuf et al. (2015), merging is intended to streamline management and operations and driving an entrepreneurial culture in expectations of attaining a prolonged low oil price environment. The strategy involves the merging of the Zakum Development Company (Zadco) and the Abu Dhabi Marine Operating Company (Adma-Opco). This strategy is expected to lead to a significant implication in the organisation HR strategy (Rai & Victor, 2012). In this case, this report would evaluate on the extent to which the change in organisation design in the merger would influence HR strategies.
ADNOC company organisation design is characterized by dedicated offshore companies which include Zadco and Adma-Opco. The offshore companies are involved in the development and delivery of oil from Abu Dhabi waters. In 1977, the Adma-Opco was founded in operating the concession on behalf of ADNOC and ADMA Ltd (BP, Total & JODCO) as a joint venture as shown in figure 1 below;
Figure 1: Concessions and Key Agreements
Zadco was also established in 1977 to offer asset management services including reservoir management, production operations management, facility integrity management and audit and review services (Abu Dhabi Project, 2018). Its operations are in 3 offshore oil fields in Upper Zakum, Satah and Umm Al Dalkh. The current HR strategy in ADNOC includes developing world-class talent, enhancing HR recruitment strategy and employee capacity development. It equally operates through an HR master plan and integrated workforce planning in the overall group, linking the recruitment to the business strategy while at the same time increasing the bar through a competency-based performance management system.
2.0 Discussion
2.1 Requirement for Change and Rationale
Organisation design business purpose and strategy arrangement for set aims achievement. Organisation design can be traced back in 1920s to 2000s with its growth being in terms of theoretical model, attributes, management power and control and communication (Stanford, 2013). Organisation design is driven by the business strategy and operating context leading to successful terms of systems, structures, people, performance, measures, process and culture overall operations in business environemnt. The merger is expected to enable efficiencies and synergies across the multiple Adma-Opco and Zadco offshore concessions and fields. The merger would yield significant financial and operational gains suitable for all stakeholders in the merging entities. As a consequence, the resulting company from the integration would be more agile, significantly positioned to respond to changing market demands and leveraging on the strategic opportunities for future growth. The rationale of change is anchored in the organisation main focus and design change. The focus is on people, efficiency, performance, and profitability to leverage from significant operational synergies assisting in value maximization and delivery of improved returns to all involved stakeholders (Trautwein, 2013). This would also involve maintaining highest standards of health,……………………………………………………………………………………………………………………………………………………..Please contact us to receive guidance and support on this assessment based on your company of work and level of expectations
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