Moreover the planned approach initiates form inside the organisation to deal with environmental demands and the change process is sequential (Burnes, 1996). Whereas emergent change stems from continuous improvement and learning organisation theory. This approach initiates opportunity in ongoing activity within the organisation and it is seen as driven by “bottom-up” process (Burnes, 1996).
However the two approaches appear to have some striking similarities (Burnes, 1996). The distinction between them is not cut-off (Senior, 2002) and both approaches share common difficulties. The planned change assumes organisation that operates in stable environment (Burnes, 1996). It heavily focuses on management view or the “single view” (Senior, 2002). On the other hand, the emergent approach assumes organisation that operates in turbulent environment. This approach has a little control over its environment,(Fig. 2). The PDO corporate-transformation scale can be seen as a planned change because the company set is “top-down” and the oil environment is fairly stable environment. According to Deal and Kennedy (cited in Mullins, 1996) the oil companies such as PDO can be described as a “Bet-your-company culture” which is described by high risk and slow feedback culture. As the company invests millions in large-scale project, it takes a long-time for action and decision. As a result the decision making tend to be top-down similar as described by Handy (1979) role culture. However, one cannot distinguish the difference between planned and emergent changes. In many respects both approaches can be equally valid and applied to different organisation circumstances. The next step is to analyse the change management.
Strategies of Organisational Change
There are two basic strategies to facilitate change in organisations: the “transition” and “transformation” strategies (Levy & Merry, 1986). The first is widely known and is more utilized because it is goal-oriented. In this strategy, the change efforts are focused on managing the transition from a present state into a new state that is already known. The second, on the other hand, which is less known and less developed, focuses on transformation processes. The transformation strategy is a process-oriented strategy in which the main efforts for change are focused on consciousness raising and processes like understanding present.
Ackerman (1983) states that “In situations where clients have a clear future state in mind, like reorganization…the transition management process is used to achieve or implement that desired state. Its focus is over a set period of time, at the end of which the ‘future’ becomes the ‘present’ way of operating”.
The transition strategy takes into account human as well as formal structural needs of the system as the implementation proceeds. The change process has a greater emphasis on the entire system (levy & Merry, 1986). The transition strategy is future-oriented for it only focuses on practical issues related to implementing the desired state. This strategy is analytical, rational, and pragmatic in nature. Its primary goal is to know the impact of the future state on the present state, and deducing what action steps need to be taken.
On the other hand, the words “spirit,” “spirituality,” and “energy” are key elements in describing organisational transformation (Levy & Merry, 1986). Hawley (1983) describes organisational transformation as follows a basic change in the organisation energy.” Kiefer and Stroh (1984) also claim that the main emphasis of the transformation strategy is on the organisation’s purpose and vision, and the alignment of members with these elements. A vision created out of the organisation’s and individuals’ needs tends to “pull” the organisation toward its fulfillment.
Therefore, the main components of the transformation strategy are not inclined to forms nor to structures. On the contrary, they are abstract, fluid, and dynamic elements that are hard to define and deal with. These elements are the organization unconsciousness, energy, spirit, spirituality, mission, purpose, vision, belief systems, worldview, myths, symbols, paradigm, and state of being.
According to Levy and Merry (1986), the transition and transformation strategies are not mutually exclusive. In any organizational change, they are used as mixed strategies or one after the other, depending on the organization situation, the manager, or the consultant. But because of their different methods and approaches, transformation strategies are more useful for facilitating the first phases of the change process, while transition strategy is more useful for facilitating the later phases of the process.
Five Configuration
According to Henry , an organization’s structure is largely determined by the variety one finds in its environment. For , environmental variety is determined by both environmental complexity and the pace of change. As seen in Table 4, there are four types of organizational form, which are associated with four combinations of complexity and change.
Table 4. Environmental Determinants of Organizational Structures
In explaining each of the four organizational forms, defines five basic organizational subunits.
Figure 3. Five Basic Organizational Subunits
In these subunits, the strategic apex is represented by the Board of Directors and Chief Executives. The technostructure on the other hand is represented by those involved in Strategic Planning, Personnel Training, Operations Research and Systems Analysis and Design. The Support Staff is composed of the Legal Counsel, Public Relations Officers, Payroll and Mailroom Clerks, and Cafeteria Workers. The Middle Line consists of the VP Operations, VP Marketing, Plant Managers and Sales Managers. Finally, the Operating Core involves Purchasing Agents, Machine Operators, Assemblers, Sales Persons and Shippers (Beshears, 2003).
Each of the four organizational forms in ‘s scheme depends on fundamentally different mechanisms for coordination. According to (1979), the glue holding organisational structure together involves mutual adjustment, direct supervision, standardisation of work processes, standardization of work outputs, standardisation of skills and standardisation of norms. Figure 4 illustrates the basic mechanisms of coordination
Mutual adjustment is the co-ordination of work by process of informal communication. Here, the control of work rests in the hands of the ‘doers’. The success in mutual adjustment depends on groups/teams of specialists adapting to each other along an uncharted route. In direct supervision, the organisation outgrows its simplest state. Co-ordination is practiced by taking responsibility for the work of others.
On the other hand, the standardisation of work processes is needed when the content of work is specified for in the program. Here, the routinisation and bureaucratisation of processes is commonplace in business. Routinisation and bureaucratisation may reduce opportunities for independent action and creative expression but for those delivering and those receiving the results of routinisation the benefits are substantial in every aspect of life.
Skills and knowledge are standardised through education and training before or after joining the firm. Where an organisation invests in systematic training not only policies, rules and values are being conveyed but also standard ways in which skill should be applied.
Furthermore, work results can be specified by performance dimensions, conversion ratios, profitability and cost indicators, time. Therefore, unlike the skills and knowledge, the result can be standardised.
Figure 4.
makes use of his own classification of organisational types ( & Quinn, 1988): the Simple Structure, Machine Bureaucracy, Divisionalized Form, Professional Bureaucracy and Adhocracy (see Fig. 5).
An organisation with a simple structure does not have an elaborate, formal arrangement of reporting relationships ( & Quinn, 1988). Because of its “structure” and coordination/control, it enables the organisation to respond quickly to environmental demands. As a result, work relationships are more fluid and there is a small, centrist management hierarchy. Moreover, there are few functional specialists. People doing core operational tasks are often interchangeable. The division of labour is looser with people carrying out multiple roles. Finally, there is less role differentiation.
The Machine Bureaucracy is exemplified by large structures such as an airline or a hotel chain. These structures are managed as integrated, regulated systems which make use of specialised, routinised methods and tasks, formal operating procedures governed by well defined rules and regulations and the formal organisational communication systems are well-developed to ensure communication flow between operational units (, 1979). In addition, tasks are grouped on functional lines and the decision-making powers are more centralised.
As stated earlier, the standardisation of skills and values is one of the glues that bind a Professional Bureaucracy together. It is typified by a collegiate of academics in a university, a practice of doctors, a partnership of solicitors and a trumpet of volunteers. It may also show signs of machine bureaucracy and adhocracy but for typology purposes the Professional Bureaucracy reflects “standardisation with decentralisation” (, 1979).
’s Adhocracy is represented by smaller scale and fluid structures. Here group of line managers, staff and operating experts come together most of the time in small product, customer or project-focused teams. Informal behaviour and high job specialisation are its characteristic. Teams rely on liaison methods and mutual adjustment between themselves and other teams. Teams have their terms of reference by more senior management and a team’s scope for action and membership may run counter to the command structure of the rest of the organisation e.g. a machine bureaucracy.
Figure 5.
Managerial Roles According to
What is a managerial role? (1973) concludes that a role is a set of certain behavioral rules associated with a concrete organization or post. Thus, in addition to functions of management as parameters of managerial activities there appeared one more unit – managerial role. (1973) classified the roles into three groups- interpersonal, informational and the managerial proper.
Concept, Nature, Classification and the Framework of Managerial Roles
(1973) concluded that a manager’s work could be described in terms of ten job roles. As managers take on these roles, they perform the above functions. These ten roles consist of three interpersonal roles (figurehead, leader, and liaison), three informational roles (monitor, disseminator, and spokesman), and four decisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator). Table 5 and Figure 5 show the managerial roles according to .
Table 5. [Accessed at www.bashedu.ru]
Managerial Roles According To Henry
Interpersonal roles.
Description of actions
Examples from managerial practice requiring activation of corresponding roles
1. Figurehead
Symbolic leader of the organization performing duties of social and legal character
Attending ribbon-cutting ceremonies, hosting receptions, presentations and other activities associated with the figurehead role
2. Leader
Motivating subordinates, interaction with them, selection and training of employees
Virtually all managerial operations involving subordinates
3. Liaison
Establishing contacts with managers and specialists of other divisions and organizations, informing subordinates of these contacts
Business correspondence, participation in meetings with representatives of other divisions (organizations)
Informational roles.
1. Monitor (receiver)
Collecting various data relevant to adequate work
Handling incoming correspondence, periodical surveys, attending seminars and exhibitions, research tours
2. Disseminator of information
Transmitting information obtained from both external sources and employees to interested people inside the organization
Dissemination of information letters and digests, interviewing, informing subordinates of the agreements reached
3. Spokesperson
Transmitting information on the organization’s plan’s, current situation and achievements of the divisions to outsiders
Compiling and disseminating information letters and circulars, participation in meetings with progress reports
Decisional roles.
1. Entrepreneur (initiator of change)
Seeking opportunities to develop processes both inside the organization and in the systems of interaction with other divisions and structures, initiates implementation of innovations to improve the organization’s situation and employee well-being
Participation in meetings involving debating and decision making on perspective issues, and also in meetings dedicated to implementation of innovations
2. Disturbance handler
Taking care of the organizations, correcting ongoing activities, assuming responsibility when factors threatening normal work of the organization emerge
Debating and decision making on strategic current issues concerning ways of overcoming crisis situations
3. Resource allocator
Deciding on expenditure of the organization’s physical, financial and human resources
Drawing up and approving schedules, plans, estimates and budgets; controlling their execution
4. Negotiator (mediator)
Representing the organization in all important negotiations
Conducting negotiations, establishing official links between the organization and other companies
According to (1973), the informational roles link all managerial work together; the interpersonal roles meanwhile ensure that information is provided; and the decisional roles make significant use of the information. The performance of managerial roles and the requirements of these roles can be interchangeably played at different times by the same manager and to different degrees depending on the level and function of management (1973).
Figure 5.
According to ’s Managerial Roles (1973), in the figurehead role, the manager represents the organization in all matters of formality. Here, the top-level manager is responsible for the legal and social representation of the company to those outside of the organization. Moreover, the supervisor represents the work group to higher management and vice versa. In the liaison role, the manger interacts with peers and people outside the organization. The manager who assumes this role uses the liaison role to gain favors and information, while the supervisor uses it to maintain the routine flow of work. Finally, the leader role defines the relationships between the manger and employees.
Furthermore, in his Managerial Roles, (1973) states that the direct relationships with people in the interpersonal roles place the manager in a unique position to get information. The manager who assumes the monitor role receives and collects information while it is the responsibility of the manager when taking the responsibility of a disseminator to transmit special information into the organization. Furthermore, the manager as a spokesperson disseminates the organization’s information into its environment.
More importantly, it is the role of the manager to make decisions since he/she has a unique access to information (, 1973). In This role, the manager is an entrepreneur who initiates change; a disturbance handler who deals with threats to the organization; a resource allocator who chooses where the organization will expend its efforts; and a negotiator who negotiates on behalf of the organization.
Managerial Roles states that managers undertake activities to achieve the objectives of the organization (Gottschalk, 2002). As categorized by Fayol, the classic view of management depicts planning, organizing, coordinating, commanding, and controlling functions. (1994) notes a number of different and sometimes conflicting views of the manager’s role. He finds that it is a curiosity of the management literature that its best-known writers all seem to emphasize one particular part of the manager’s job to the exclusion of the others (Gottschalk, 2002).
According to (1990, 1994), these ten roles are common in all managerial jobs regardless of the functional or hierarchical level. However, differences do exist in the importance and effort dedicated to each managerial role based on job content, different skill levels, and expertise. (1990, 1994) states that managers are in fact specialists, required to perform a particular set of specialized managerial roles that are dependent upon the functional area and hierarchical level in which they work.
role typology is frequently used in studies of managerial work (, 2002). The findings confirm that the managerial roles defined by are exhibited across functional areas and hierarchical levels. However, it has been pointed out that ‘s structured observation methodology, which was used to derive the roles, has some limitations such as sample size, reliability checks, coding method, and external validity ( 1993). To reduce these limitations, a number of studies were conducted modifying and extending work using heterogeneous samples of senior-level executives and different methodologies (2002).
3.2.2 The Arab Culture and Management
Many researchers have attempted to understand the Arab management style ( 2001). Some of them is Farid Muna who have tried to delineate the main characteristics of management organisation and behaviours in Arab countries ( 2001). Others have studied Arab management and behaviour within specific national cultures ( 2001).
(1991) study of comparative management and the differing impact of cultural functions is widely used to position arguments about cultural differences in management behaviours and has introduced some important distinctions. (1991) uses the notion of “context”, meaning, a context dependent culture is one in which the culture itself is significant. This has been discussed in previous section.
In terms of some of the other dimensions measured by (1991), the Arab countries fall half way between the extreme positions. On “individualism/collectivism” the Arab countries are mid-way between the highly westernised countries which rate strongly on individualism, and the Latin American societies who rank at the other extreme. In terms of “masculinity and femininity”, the Arab countries rate as moderately masculine, whereas Japan and some of the Latin countries rate very highly on masculinity.
The strong emphasis in Arab culture on masculine role attributes is mediated by the requirement to have good working relationships with one’s direct superior, to work with people who cooperate well with one another, to live in an area appropriate to one’s self image, and to have employment security so that one will be able to work in the interests of one’s family, for one’s enterprise, as long as one wishes (2001).
These are seen by (1991) as feminine and “high relationship” attributes. The Arab countries also rank in the middle on “uncertainty avoidance.” They do not typically feel threatened by uncertain or unknown situations but neither do they wish to be assimilated towards them. Arab countries rank strongly in their emphasis on the importance of strong kinship and interpersonal networks (2001).
CHAPTER 4
METHODS AND PROCEDURE
This chapter shall discuss the research methods available for the study and what is applicable for it to use. Likewise, the chapter shall present how the research will be implemented and how to come up with pertinent findings.
Method of Research to be Used
To come up with pertinent findings and to provide credible recommendations, this study utilizes two sources of research: primary and secondary. Primary research data will be obtained through this new research study. Questionnaire survey and in-depth interview will be conducted. On the other hand, the secondary research data will be obtained from previous studies on the same topic.
This research will base its findings fundamentally through quantitative research methods because this permits a flexible and iterative approach. During data gathering the choice and design of methods are constantly modified, based on ongoing analysis. This allows investigation of important new issues about the acquisition and questions as they arise, and allows the investigator to drop unproductive areas of research from the original research plan. In a quantitative research design, associations between variables and causality are established. Thus the correlation between the choice of an insurance plan and the minimization of business risks in terms of asset and capital protection will be determined.
The data collection instrument will be a structured questionnaire that will be based on Likert scale. A Likert Scale is a rating scale that requires the subject to indicate his or her degree of agreement or disagreement with a statement. By rating scale we mean the scales that are usually used to measure attitudes towards an object, the degree to which an object contains a particular attribute, (Like or dislike), toward some attribute, or the importance attached to an attribute.
The use of the questionnaire will provide the project owner the ability to test the views and attitudes of the respondents. The distribution and collation methods to be used to manage the questionnaire process will ensure anonymity. The general population for this questionnaire will be composed of 35 personnel of the PDO.
For this research design, the researcher will gather data, collate published studies from different local and foreign universities and articles from Business Management journals; and will make a content analysis of the collected documentary and verbal material. Afterwards, the researcher will summarize all the information, make a conclusion based on the hypotheses posited and provide insightful recommendations on organizational change.
Respondents of the Study
The general population for this study will be composed of 35 selected personnel in PDO. The respondents are all males. Information about these respondents are further explained in the next chapter.
Instruments to be Used
To investigate up to what extent to which formal changes in management systems and role prescriptions have affected managers, the researcher will prepare a questionnaire. The respondents will grade each statement in the survey-questionnaire using a Likert scale with a five-response scale wherein respondents will be given five response choices. The equivalent weights for the answers will be:
Range Interpretation
4.50 – 5.00 Strongly Disagree
3.50 – 4.00 Disagree
2.50 – 3.49 Uncertain
1.50 – 2.49 Agree
0.00 – 1.49 Strongly Agree
Statistical Treatment of the Data
When all the survey questionnaire will have been collected, the researcher will use statistics to analyse all the data.
The statistical formulae to be used in the survey questionnaire will be the following:
1. Percentage – to determine the magnitude of the responses to the questionnaire.
n
% = ——– x 100 ; n – number of responses
N N – total number of respondents
2. Weighted Mean
f1x1 + f2x2 + f3x3 + f4x4 + f5x5
x= ——————————————— ;
xt
where: f – weight given to each response
x – number of responses
xt – total number of responses
The researcher will be assisted by the SPSS in coming up with the statistical analysis for this study.
CHAPTER 5
PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA
This chapter presents the data gathered from the questionnaire conducted by the researcher for the Petroleum Development of Oman (PDO). The study includes the detailed information about the survey and the respondents in general. This includes the Drop out Rates and View/Completion Rates i.e. 40.45% for the completed rates and 83.15% for the started rates from the 89 overall viewed rates. The findings of the study are presented in several sections. Part One presents the profile of the respondents of this study. Part Two talks about the interpersonal roles of the manager. Part Three states the informational roles of the manager. Part Four states the decisional roles of the manager. Finally, the study investigated to the extent to which these formal changes in management systems and role prescriptions have resulted in change in work behavior and job satisfaction experienced by managers. This is the manner unto which the study accounts the factors and the perception on the criteria themselves.
The conduct of this study entails a detailed account of the demographic profile of the respondents. It is assumed that the attributes of the respondents influence their behavior and answers on the survey questions. The study covers the analysis of management development within the Omani national culture and organisation culture of Arab management concept, and how the organisational change can influence the management roles.
Part 1
Q1. What is the characteristic profile of the respondents in terms of:
a. Age
b. Gender
c. Educational Attainment
d. Departments/Positions
e. Number of years in managerial position (including the years before affiliated with PDO)?
The profile of the respondents is looked upon in terms of age, gender, educational attainment, position and number of years in managerial position.
1.1 Age
Table 1 Figure 1
Which Age group you in?
#
Answer
Frequency
Percentage
1
Less than 25
0
0.00%
2
26 – 30
1
2.86%
3
31 – 35
5
14.29%
4
36 – 40
2
5.71%
5
41 – 45
14
40.00%
6
46 – 50
7
20.00%
7
51 – 55
4
11.43%
8
56 – 60
2
5.71%
9
60 +
0
0.00%
Total
35
100%
Mean: 5.171
Mean Percentile: 53.65%
Standard Deviation: 1.445
Table 1 shows the age range of the respondents. Figure 1 also presented the age group in pie chart. Forty percent (40%) of the respondents were between 41- 45 years old, showing that most of them were already an experienced person in the job. Twenty (20%) of the respondents were between 46-50 years old. Respondents’ aged 31-35 comprised fourteen percent (14%) of the overall respondents, comprising mostly of the employees in PDO. The table also shows the close percentage of the ages 26-30, 36-40, and 56-60, which is 2.86%, 5.71% and 5.71% respectively. The survey also includes the 11% of the respondents with ages between 51-55 years old. The table also indicates the mean score or the mean percentage of the ages that is 5.171. The mean 5.171,mean percentile 53.65% and standard deviation 1.445 indicates that the most dominated score in terms of age lies in the 5th row which is in the 53.65% of the 100% respondents and a dispersion from the mean of 1.445.
Table 2
Gender of the Respondents
Gender:
#
Answer
Frequency
Percentage
1
Male
33
100.00%
2
Female
0
0.00%
Total
33
100%
Mean: 1.000
Mean Percentile: 100.00%
Standard Deviation: 0.000
The sample populations’ gender depicts an unequal distribution of the sexes. The above table shows the total respondents based on their gender. The survey results indicate that 100% of the respondents are male. Based on table 2, there is a reason to believe that male is the biggest factor in Petroleum Development of Oman (PDO) in terms of managerial roles.
Table 3
Educational Attainment of the Respondents
Educational Attainment:
#
Answer
Frequency
Percentage
1
Some Secondary School
3
6.52%
2
College
6
13.04%
3
University
24
52.17%
4
Post Graduate
10
21.74%
5
Other
3
6.52%
Total
46
100%
Mean: 3.087
Mean Percentile: 58.26%
Standard Deviation: 0.939
Figure 2 Figure 3
Table 3 shows the educational attainment of the respondents. 52.17% of the 46 respondents are graduated from the University. Then followed by the respondents who are in the Post Graduate status i.e. 21.74%. There are a close percentage of the respondents in terms of their educational attainment, which is 6.52% for Some Secondary School, 13.04% for College and 6.52% for other statements. Educational attainment of the respondents is also presented in figure 2 and 3.
Table 4
Departments of the Respondents
Which of the following is your Department?
Frequency
Percentage
Exploration Department
5
14.29%
Finance Department
7
20.00%
Human Resource Department
7
20.00%
Oil Department (North)
4
11.43%
Oil Department (South)
8
22.86%
Technical Support
3
8.57%
HSE
0
0.00%
Other
1
2.86%
Total
35
100%
Mean
3.49
Standard Dev.
1.77
Variance
3.14
Mean Percentile
68.93%
Figure 4 Figure 5
Table 4 presented the departments of the respondents. Figures 4 and 5 are also presented in order to recognized easily the dominant factor in terms of departments. The table and figures show that there is a close percentage between the Finance Department and Human Resource Department that is both 20% of the 35 total numbers of respondents. Based on the data gathered, the most influenced factor is the Oil Department (South) with 22.86% of the respondents.
Table 5
Number of Years of the Respondents in a managerial position (including the years before they are affiliated with PDO)
How long have you been in a managerial position (including the years before you were affiliated with PDO)?
#
Answer
Frequency
Percentage
1
Less than a year
2
5.71%
2
1 – 5 years
11
31.43%
3
6 – 10 years
12
34.29%
4
11 – 15 years
8
22.86%
5
16 – 20 years
2
5.71%
6
More than 20 years
0
0.00%
Total
35
100%
Mean: 2.914
Mean Percentile: 68.10%
Standard Deviation: 1.011
Figure 6 Figure 7
The table above shows the number of years of the respondents in managerial position. 34.59% of the respondents are in the bracket of 6-10 years in managerial position. Followed by 1-5 years that is 31.43% of the respondents. The computed mean is 2.914 which is in the 3rd row of the table and signifies that the mean score is located in the bracket of 6-10 years.
Part 2. Interpersonal Roles of the Manager
Table 7
1
2
3
4
5
Interpretation
1.I am aware that ceremonial and symbolic duties such as greeting visitors in the company is a part of my job.
9
25
1
0
0
Agree
2.Ceremonial duties of a manager provide a feeling of importance thus making my morale high.
3
16
8
6
2
2.657
Uncertain
3.Managers in the company freely exercise their figurehead roles in the organization.
3
17
9
5
1
Agree
4.I am aware of my responsibility in motivating my subordinates.
21
14
0
0
0
1.4
Strongly Agree
5.I train and provide counselling to my subordinates.
16
19
0
0
0
1.543
Strongly Agree
6.Communicating with my subordinates is a part of my managerial role as a leader.
30
5
0
0
0
1.143
Strongly Agree
7.It is also the manager’s duty to forge links both inside and outside the organisation.
16
17
2
0
0
1.6
Agree
8.Constant communication with both internal and external personalities of the organization is vital to maintain stability in the organisation.
15
16
4
0
0
1.686
9.Managers require networking skills to shape and maintain internal and external contacts for information exchange.
17
15
3
0
0
1.6
Agree
10.Managers need to acquire interpersonal skills in order to maintain a high morale among its subordinates.
20
15
0
0
0
1.429
Strongly Agree
Table 7 shows the complete summary of responses of the respondents pertaining to the interpersonal roles of a manager. Statement no. 1 has a total of nine respondents who are strongly agree, 25 for agree, one for uncertain and zero for both disagree and strongly disagree. The table also indicates the weighted mean in each statement that is statement no.1 has a weighted mean of 1.771 and interpreted as agree since the majority of the respondents agreed on that statement.
Generally, respondents agree that they are aware that they must perform ceremonial and symbolic duties such as greeting visitors in the company because it is a part of their job as managers. However, the respondents are uncertain about the statement that their ceremonial duties boost their morale and give them a feeling of importance (2.657). Despite this, they agree that managers in the company freely exercise their figurehead roles such as ribbon-cutting ceremonies and hosting functions in the organization (2.543).
The respondents express strong agreement that they are aware of their responsibility in motivating their subordinates (1.400), that they train and provide counseling to their subordinates (1.543), and that communicating with them is a part of their managerial role as a leader (1.143).
The respondents for this part agree that it is also the manager’s duty to forge links both inside and outside the organization (1.600) and that constant communication with both internal and external personalities of the organization is vital to maintain stability in the organization (1.686). Moreover, the respondents agree that managers require networking skills to shape and maintain internal and external contacts for information exchange (1.600). Finally they strongly agree that managers need to acquire interpersonal skills in order to maintain a high morale among its subordinates (1.429).
Part 3. Informational Roles of the Manager
Table 8
1
2
3
4
5
Interpretation
1. It is the duty of the manager to seek/receive information from many sources to evaluate the organisation’s performance, well-being and situation.
12
21
2
0
0
Agree
2. It is also the role of the manager to build and use an intelligence system
9
15
11
0
0
2.057
Agree
3. Proper maintenance of information
keeps the stability of the organization.
17
16
1
1
0
1.6
Agree
4. It is the role of the manager to the bring external views into his/her organisation and facilitates internal information flows between subordinates.
11
22
2
0
0
1.743
Agree
5.The dissemination of organizational
information through memos and other correspondence is a satisfying role.
3
13
9
10
0
2.743
Uncertain
6. I am aware of the role of a manager as a disseminator of information.
2
29
3
1
0
2.086
Agree
7. Managers also inform and lobbies to organizations external to his/her own organisational group.
4
19
10
1
1
2.314
Agree
8.Transmitting information on the organization’s plan’s, current situation and achievements of the divisions to outsiders provide the managers the boost in their level of motivation
4
14
12
5
0
2.514
Uncertain
9. As a spokesperson for the organization, managers must then exude a positive disposition towards the objectives of the company.
15
18
1
1
0
1.657
Agree
10. Informational roles are required to be accomplished by the managers in order to maintain stability in the organization.
8
24
3
0
0
1.857
Agree
Table 8 indicates the complete summary of responses of the respondents pertaining to the informational roles of a manager. Statement no. 10 has a total of eight respondents who are strongly agree, twenty-four for agree, three for uncertain and zero for both disagree and strongly disagree. The table also shows the weighted mean in each statement that is statement no.10 has a weighted mean of 1.857 and interpreted as agree since most of the respondents agreed on that statement.
For the informational role of the manager, the respondents agree that every manager must seek and receive information from many sources to evaluate the organisation’s performance, its well-being and situation (1.714). They also agree that they must build and use an intelligence system (2.057). Moreover, they express agreement to the statement that proper maintenance of information keeps the stability of the organization (1.600).
The respondents agree that managers must bring external views into his/her organisation and must facilitate internal information flows between subordinates (1.743). However, they are uncertain on whether to agree or disagree on the statement that the dissemination of organizational information through memos and other correspondence is a satisfying role (2.743).
The results of the questionnaire state that the respondents agree that they are aware of the role of managers as a disseminator of information (2.086). They also agree that managers should also inform and lobby to organizations outside his/her own organisational group (2.314). However, they are uncertain that the transmitting information on the organization’s plan’s, current situation and achievements of the divisions to outsiders provide the managers the boost in their level of motivation (2.514).
Finally, respondents agree that as a spokesperson for the organization, managers must exude a positive disposition towards the objectives of the company (1.657). The respondents also agree that informational roles are required to be accomplished by the managers in order to maintain stability in the organization (1.857).
Part 4. Decisional Roles of a Manager
Table 9
1
2
3
4
5
Interpretation
1. To improve the organisations productivity and employee satisfaction, managers have a high power distance, which in turn highlights opportunities for developments in all sub-systems within the organisation
1
2
4
16
12
Disagree
2. Managers in the organisation are also aware of their role as initiators of change.
6
22
6
1
0
2.057
Agree
3. Initiative for improvement is a satisfying aspect of managerial roles since their voices are heard in the organisation.
5
24
4
1
1
2.114
Agree
4. Managers are aware of their responsibility in taking corrective actions during disputes and crises.
11
19
4
1
0
1.857
Agree
5. Managers are also considered problem solvers.
6
21
7
1
0
2.086
Agree
6. The Managerial role of being a disturbance handler is a stressful job considering the generalist role it imposes on the managers.
2
16
12
4
1
2.6
Uncertain
7. Managers are also aware of their role in deciding on expenditure of the organisation’s physical, financial and human resources.
12
19
2
2
0
1.829
Agree
8. Having the power to decide who gets resources, scheduling, budgeting, setting priorities keeps the satisfaction level of the managers in higher gear.
5
19
6
4
1
2.343
Agree
9. Representing the organisation in important negotiations is an imperative role of the manager.
9
25
1
0
0
1.771
Agree
10. Decisional roles of the managers are important to maintain stability of the organisation.
16
17
2
0
0
1.6
Agree
Table 9 shows the complete summary of responses of the respondents pertaining to the decisional roles of a manager. Statement no. 9 has a total of nine respondents who are strongly agree, 25 for agree, one for uncertain and zero for both disagree and strongly disagree. The table also indicates the weighted mean in each statement i.e. statement no.9 in table 9 has a weighted mean of 1.771 and interpreted as agree since the majority of the respondents are agreed on that statement.
The respondents for the questionnaire on the decisional roles of managers disagree to the statement that to improve the organisations productivity and employee satisfaction, managers have a high power distance, which in turn highlights opportunities for developments in all sub-systems within the organisation (4.029).
They agree that managers in the organisation are also aware of their role as initiators of change (2.057), that the initiative for improvement is a satisfying aspect of managerial roles since their voices are heard in the organization (2.114), that managers are aware of their responsibility in taking corrective actions during disputes and crises (1.857), and that managers are also considered problem solvers (2.086).
Again, respondents are unsure whether to agree or disagree on the statement that the managerial role of being a disturbance handler is a stressful job considering the generalist role it imposes on the managers (2.600).
On the other hand, respondents express agreement that managers are also aware of their role in deciding on expenditure of the organisation’s physical, financial and human resources (1.829) and that having the power to decide who gets resources, scheduling, budgeting, setting priorities keeps the satisfaction level of the managers in higher gear (2.343).
Moreover, they agree that representing the organisation in important negotiations is an imperative role of the manager (1.771) and that the decisional roles of the managers are important to maintain stability of the organization (1.600).
CHAPTER 6
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
The researcher finds the necessities for a study that specifically tackles the need to improve reading skills in a training centre specializing in teaching English language. This study explores the factors to be considered in determining the need to create measures for reading skill improvement. This chapter shall summarize the entire study, present the conclusion and provide some insightful recommendations.
The study tried to investigate to the extent in which these formal changes in management systems and role prescriptions have resulted in change in work behavior and job satisfaction experienced by managers. This is the manner unto which the study accounts the factors and the perception on the criteria themselves.
The conduct of this study entails a detailed account of the demographic profile of the respondents. It is assumed that the attributes of the respondents influence their behavior and answers on the survey questions. The study covers the analysis of management development within the Omani national culture and organisation culture of Arab management concept, and how the organisational change can influence the management roles.
6.1. Summary
This study analyses the impact of Organisational Change on managerial roles in Petroleum Development of Oman (PDO) by exploring the restructuring on the work role and work experiences. This study uses ’s analytical frameworks of Managers. Moreover, this study discusses the organisational change that happens in the company and the types of changes.
More and more organizations today are experiencing change like never before as a result of global competition which had created uncertainty for the organisations (2000). According to ( 1999) organizations change for their survival. For this research, PDO is the case study.
The primary objective of the study is to determine as to what extent the impact of organisational restructuring affects the managers’ roles in PDO. Therefore this dissertation will investigate into the extent to which these formal changes in management systems and role prescriptions have resulted in change in work behaviour and job satisfaction experienced by managers.
The study bases its conclusion and recommendations on the result of survey conducted to managers in PDO. This study also includes a review of literature on books and journals, and other materials about organisational change, and management roles and development.
6.2 Conclusions
On the basis of the above summary of findings in this study, and based on the review of literature, this research came up with the following conclusions:
PDO’s structure was a mechanistic structure with a central decision-making process and one-way flow of information; resulting to some negative aspects. Among its shortcomings were the improper use of the communication and decision-making channel and the difficulty in adapting this structure in PDO. Moreover, this research found that there were very strong hierarchy.
This study also found that the old management structure of PDO did not allow staff to act on their own initiatives so they were less willing to work cooperatively due to the lack of involvement in the decision making process. Moreover, it might be argued that the reason why some staff left the company was because of the heavy workload.
This study found that PDO restructured its organisation to enable the company run sufficiently and effectively. In this new organisation, this research found that PDO is now focusing on the individual attitude toward teamwork, personal values, on the ability to innovate especially in the technology and science, decision-making involvement and to adapt suitable information flows across departments.
Moreover, PDO change their structure to more task culture, to enable the flexibility, and to improve communication and understanding. PDO believes that the new system will enable the organisation to be flexible with suitable communication channel between different functions. In addition, this research found that this new structure has a decentralization process.
Furthermore, this study found that managers within the PDO are very much aware of their managerial roles. Results of the survey that manger respondents express agreements that managers have interpersonal, informational and decisional roles to fulfill. This is in support of ’s managerial roles in which these roles ensure the success of any organisation.
This study also found that management within PDO is inclined to males. This scenario supports the study by Hofstede (1991) that the Arab management in general is masculine. Based on the findings of this study, most of the key positions PDO are dominated by male.
The study includes the investigation of the change in behavior and performance among managers upon the implementation of organisational change.
This research found that upon the implementation of change, managers from different departments became more aware of their roles. As illustrated by the result of the survey, their roles are not confined within the walls of their office. Instead, they perform multiple tasks from greeting the visitors to managing information to decision-making. This new organisation enables managers to have multiple roles to improve the company unit’s productivity and efficiency.
In addition, this study found that since the new organisation is fully based on asset management principles, it provides a structure which is geared towards growth and value creation. It is focused on technical integrity of product flow assets, infrastructure and business processes. Moreover, The implementation of the new organisational structure is expected to be smooth with minor or no disturbances to day-to-day activities. The new organisation is more commercial in nature, linking performance to reward at every level in the organisation. Because of this, the new organisation has built a more exciting working environment PDO staff.
6.3 Recommendations
Based on the foregoing summary of findings and conclusion, the researcher recommends the following:
1. Since the implementation of the new organisation in the PDO is relatively young, and the results so far is beneficial to the PDO, the organisation must be maintained.
2. However, this research sees some changes that must be addressed. The organization should consider hiring more women in order to balance the male-dominated PDO.
3. PDO should be aware of the nature of their organisational culture in order for them to determine what aspects of the organisation need to be evaluated.
4. PDO should recognize and understand the beliefs, attitudes and behaviors that prevalent in the working environment.
5. Since the new organisation focuses on the assets, Asset managers should promote sharing, learning and consistency.
6. PDO managers should continue practicing their three roles (interpersonal, informational and decisional) for a successful organisation.
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