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Solution
REMEDIAL PROGRAM SPRING 2024
REM 8011
Introduction to Business Management
Spring 2024
Integration and Operationalisation of Four Principles of Management
Table of Contents
1.1 Background of Selected Organisation. 2
3.0 Influence of Leadership Styles. 5
3.2 Participative/Democratic. 6
4.0 Communication Barriers within Organisations. 7
5.0 Conclusions and Recommendations. 8
1.0 Introduction
In today highly competitive and complex business environment, management concept has significantly been evaluated. According to Prasad (2020), management is a broad concept and imply use of existing resource in the most appropriate way to achieve organisation set objectives. Therefore, managers play a critical role in an organisation success or failure. To support this, Prasad (2020) note that employees who report to effective and successful managers have 15.4 times more likelihood of performing highly with 3.2 times having a more likelihood of staying long with their employer. This is while having 12.5% higher physical and mental well-being. According to Lämsä and Keränen (2020) the importance of focusing on this entail identifying how managers can focus on maximum utilisation of existing resources to achieve organisation success. Based on this background information, this report intend to pursue a critical analysis of the implementation and functioning of management in an organisation.
1.1 Background of Selected Organisation
Since 1971, Abu Dhabi National Oil Company (ADNOC) organisation has been a leader in the energy industry in United Arab Emirates (UAE). The mission of ADNOC organisation is to establish new strategies benefiting their customers, enhancing their experiences and offering them with sustainable energy. ADNOC is classified as the global 12th largest oil and gas organisation in terms of production (ADNOC, 2023). This is with a capacity which exceed 4 million bpd with strategies for increasing it to 5 million bpd as of 2030. In terms of hierarchy, ADNOC has executive management tasked with a role of overseeing their operations and business development practices (ADNOC, 2023a). This is to lead their 31,838 employees. The organisation structure is as illustrated in figure 1;
Figure 1: ADNOC Organisation Structure
Source: The Org (2024)
2.0 Relevance of Principles of Management; Organisational Efficiency and Adaptability to Technology and Global Changes
2.1 Planning
This principle entail setting the organisation direction by considering a set of activities including different goals development. Hence, planning integrates different levels of decision making. According to Griffin (2022) providing an opportunity for employees in participating in decision making could initiate further ideas offering valuable insights. Of particular interest is the context presented in George et al. (2019) noting that planning by management improves performance through enhancing efficiency in organisation operations. Also, by involving employees in making core decisions, they become more adaptable to technology and global changes. According to Kabeyi (2019) this is since decision making is informed by sourced and eventually analysed data. This is achieved through validation of perceptions and adding credibility in the observations and interactions with main stakeholders. For ADNOC case organisation, planning involve their executive management setting goals informed by their mission, environment factors, business forecasts and existing resources. For instance, recently, ADNOC has initiated Hail and Ghasha Project poised in becoming largest offshore gas development (Oil & Gas Journal, 2023). Planning of this project ensured that the project efficiency was assured with employees being adaptable to pursue this project with high performance. There is nevertheless a need for ADNOC to categorise the plans as strategic, tactical, organisational, physical, functional, operational and financial (Hussaini, 2019). Currently, ADNOC adopt a blanketed planning provided key elements of vision, mission, goals, objectives, strategy and action are in place.
2.2 Organising
After successfully planning, management is tasked with pursuing different practices directly and indirectly linked to resources allocation in a manner supporting goals and plans attainment. According to Mousa and Othman (2020) this is inclusive of the different human resource management (HRM) linked practices such as job design and assigning job functions. To support this, Wood (2021) argued that organising entail delineating of different tasks and coming up with a framework of authority and responsibility for individuals involved in tasks performance. Hence, by successful organising, it is possible to set policies, procedures, work rules, positions and other activities to assign and delegate. For organisation efficiency, this can be harnessed through specific structure used in work assignments (Job Design). In ADNOC for example, considering Hail and Ghasha Project implementation, employees are accorded a substantial degree of authority, autonomy and flexibility to execute their roles. This is supported by Inegbedion et al. (2020) which identify organising as inclusive of set of activities used to analyse different job roles, distribution among the employees, coordinate activities to ensure smooth operations. To achieve adaptability to technologies and global changes, organising would require brining all people together and ensuring they are dedicated to pursuing similar common goals and objectives. For ADNOC case, they have been inadequate in regard to management of the potential conflicts and disputes which impede their performance. According to Folger et al. (2021), an appropriate organising and assigning of roles by management would mean that the employees are adaptable and managing all conflicts that emerge. In ADNOC, this can be achieved by becoming more intentional and embracing modernised technologies to organise different resources.
2.3 Leading
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