The paper "Current Leadership at the Abu Dhabi Company for Onshore Petroleum Operations Ltd" is an outstanding example of a management case study. The current leadership at the Abu Dhabi Company for Onshore Petroleum Operations Ltd. (ADCO), through the chief executive officer (CEO), is technocratic and it generates much of its authority from the Abu Dhabi government. The government owns about 60% of the shares and this explains the monopoly and dominance of the company in the oil and gas industry. The resulting power culture established by the current leadership has numerous drawbacks including the underutilization of the creativity and initiatives of employees, limited criticisms and scrutiny at lower levels of management, and high-risk levels associated with decisions taken.
Through leadership change and change in organizational structure, it will be easier for the company to communicate relevant values to its stakeholders in an efficient manner. The stakeholders of the company include those who have an interest or stake in the company, especially regarding its operations. Keywords: change, organizational structure, leadership, employees, management, competitive advantage Introductory Statement In the contemporary fast-paced and dynamic business environment, organizations have the responsibility of embracing change to ensure that they not only establish a competitive advantage but also ensure that their policies are aligned with the prevailing demands of the market (Watzlawick Beavin and Jackson 12).
Embracing change is considered important for any organization failure to embrace change will not only result in the loss of a competitive edge but also a failure in its ability to satisfy the growing demands of its customers. Executive Summary The focus of this report will be directed towards ADCO by discussing the challenges it faces in its leadership and the need for organizational change.
The report will discuss the change processes and efforts while assessing the reasons why organizational change is a necessity. This will be through the Total Quality Management (TQM) approach The report will also discuss the theoretical constructs and concepts that characterize at ADCO together with the methodologies of implementing change. This will also entail details of the process of communicating this change process to the organization’ s employees and the extent to which it is aligned with the company’ s vision for change. Through its recommendations, the report will highlight the quality of outcomes and processes that define the work of change agents.
Strategies for improving and enhancing the success of the company in the course of implementing organizational change will also be subject to discussion. Problems to be Addressed Despite years of success in the gas and oil industry, ADCO needs to implement leadership and organizational structure changes to enhance its reputation in terms of engaging employees in the development of effective and relevant policies. Change in leadership will be effective in improving the organizational culture (Lazonick and O’ Sullivan 14).
The current leadership at ADCO, through the chief executive officer (CEO), is technocratic. It generates much of its authority and influence from the Abu Dhabi government, which owns about 60% of the shares. However, the need to embrace competition and innovation has resulted in the awakening of some level of anxiety for the outlook of ADCO. Through the leadership and organizational structure changes, it will be possible to develop policies focused on the sustainability of the company’ s business culture (Watzlawick Beavin and Jackson 22).
Abu Dhabi Company for Onshore Petroleum Operations Ltd (ADCO).
Anderson, D.L. Cases and exercises in organization development and change. Thousand
Oaks, CA: SAGE, 2001
Bennis, W. Beyond bureaucracy: Essays on the development and evolution of human
organizations. New York: McGraw-Hill, 2012.
Brown, D.L. Experiential approach to organization development. 8th Edition. Boston:
Prentice Hall, 2011
Burke, W.W. Organization change: Theory and practice. 3rd Edition. Thousand Oaks, CA:
Choi, B and Ruona, W. “Individual’s readiness for organizational change and its impact on
human resource and organization development.” Human Resource Development Review, 10(1), 2011, pp. 46 – 73.
Kotter, J and Cohen, D. The heart of change: Real-life stories of how people change their
organizations. Boston: Harvard Business School Press, 2002
LaClair, J and Rao, R. “Helping employees embrace change.” McKinsey Quarterly, Number
Lazonick, W and O’Sullivan, M. “Maximizing shareholder value: A new ideology for
corporate governance.” Economy and Society, 29(1), 2000, pp. 13 – 35.
Van de Ven, A and Sun, K. “Breakdowns in implementing models of organizational change.”
Academy of Management Perspectives, 25(3). Pp. 58 – 74, 2011.
Watzlawick, P., Beavin, J.H and Jackson, D.D. (n.d.). Pragmatics of human communication.
New York: Norton.