Introduction of the Organization
Orpic is one of the largest and most quickly growing industry in the Middle East region. The refineries of orpic is located in Muscat and Suhar. Besides this, polypropylene as well as aromatics production plants are located in Suhar. They provide petroleum products, plastics, chemical and fuels to Oman and other regions of the world.
Summary of Problems
One of the positive things in the Orpic is their supply chain which help them to understand the behaviour of their employees and improve working conditions for them. Culture and behaviour play an important role in attaining overall objectives, so they hire individuals from different universities to give opportunities to talented individuals in their organization. However, certain issues are faced by the Orpic that cause different problems for individuals and group of individuals that are associated with this company. Firstly, the company lack strategies of effective leadership succession planning because of conflict in authority related to the leadership skills that who will take the leadership position in future. Moreover, they do not show an interest to develop leaders.
Secondly, there is a general interference in the human resource management. For instance, the company lacks qualified professionals in certain managerial and technical activities. Thirdly, the organizational structure of the company is very complex as compared to several international and national organizations. As a result, the coordination is not good between different units of the company. Lastly, the employees feel demotivated because there is a very limited opportunities for progression within the organizations. Due to this, sense of loyalty among the workers has been decreased within the oil industry.
The management of the Orpic oil industry is more of seniority-based, conservative and non-market driven. They lack proactive type of leadership style in which leaders are more concerned towards achieving their goals. They share their vision with the team members to motivate them for the accomplishment of the objectives (Langton, et al, 2013). Moreover, there is a presence of conflicts and resistance among employees and managers, which made it difficult for employees to communicate their wills and concerns.
Analysis of Issue within the Organization
Organizational politics
It is defined as manipulative behaviour and self-serving behaviour of people or group of people to promote their interest without even thinking about others (Johns, & Saks, 2011). It is one of the factors that hurts the Orpic oil industry deeply. In ideal work setting, most leaders are tried to develop leaders for the future and it is considered important for the company to attain its goals. However, in orpic oil industry poor leadership style of managers demotivated the people. Employees do not get enough opportunities to promote their growth and development within the organization. Managers are not thinking about building coalition with stakeholders. It led towards increasing personal conflict within the organization (Jerry, 2008).
Mistreatment is also reported with employees in certain situations which raised the question on the ability of leaders in the Orpic oil industry. It is found that employees are not motivated at all. Besides this, satisfaction level of employees are also not up to the mark due to low wages provided by the company. Although, they provide excellent opportunities to fresh graduates to get affiliated with the company. However, poor progress in the company reduces the loyalty among the employees for the company.
Organizational Structure
In several situation, employees who worked in the Orpic industry has reported that they do not find any effective means of communication to carry their demands to upper authority. There are several reasons but one of the main reasons highlight by workers is the poor and complex organizational hierarchy. In various situations, it has also been observed that different units within the organization do not have any coordination related to the specific matter, which creates problem for individuals working in that department. As a result, company has also faced losses as evidence with its financial statement (Hersey et al, 2007).
The hyper-centralized administration at Orpic industry had leaded to different issues. The labourers couldn’t share their perspectives with respect to working conditions and different issues. The correspondence framework has been observed to be one way which concentrated on training the sub-ordinates. Furthermore, tyrant culture of the association leaves no extension for advancement which essentially represses the future development (Mohr, 2012). In the dynamic worldwide business condition it is vital for the associations to encourage advancement for guaranteeing reasonable development. It has several association which had rebuffed the workers for abusing the standards.
The tyrant structure of Orpic Oil Corporation had conveyed communitarian ethos for maintaining higher level of dedication. The decrease in the business level is a disturbing element for Orpic which is the aftereffect of the present culture. The tyrant culture fundamentally influences the inspiration level of the representatives which contrarily affect the budgetary execution of the association (Huczynski, & Buchanan, 2010).
If Orpic will not take action against this type of attitude among their managers, then it will create problems for the company and negative events will continue to be happened in future. It will affect the growth in terms of their profit. Due to lack of proper leadership in the company from last few years, the company has been showing poor retention of their employees which also affect their stability.
According to the Maslow theory of hierarchy there are five important needs that include “basic needs, safety needs, social needs, self-esteem and self-actualization”. In the orpic Corporation, employees are getting good wages but the lack of motivation is reported among them because they feel that their prestige and status is not recognized in the company. Individuals in their work setting want peace, comfort, affection and support (Huczynski, & Buchanan, 2010). If they lack these things in their workplace, it can decrease their motivation that affect their work performance. In the Orpic oil industry, self-esteem and self-actualization are actually missing.
Besides this, employees are not happy with the leaders and managers. They fail to provide good environment and motivation to employees. Similarly, according to the Herzberg’s theory two factors are responsible to increase motivation among employees that include motivators and hygiene. Hygiene includes those employees who are not satisfied with their jobs, while motivators are those who are satisfied with their jobs and related aspects. In real work setting, employees want leaders and managers who appreciate their work by acknowledging them.
Assumptions about the Organizational problems
It has been assumed by evaluating its issues that there is no effective leadership in an organization, which makes the workplace less respectful for the employees working in the Orpic Oil industry.
It has also been found that organization does not have any good communication system. Therefore, workers and employees are less motivated about their jobs. They do not have any policies that may promote motivation among employees.
It has also been assumed that organization in unionized. That’s why they have low retention rates.
Action Plan
As a matter of first importance, the acknowledgment of the change program would positively hoist showdown among the workers and leaders and managers of the company. The sources and the clear effects of this protection were at that point said in the before dialogs. Protection from change of the representatives prompts firmness and absence of help, resulting to the postponement of the change procedure and in interior procedures and tasks. Second issue to observe is the distinctions in the inclinations of the administration and initiative styles of directors in the association, weighty to fluctuate between departmental societies and practices
It is important for the higher authorities to take action against this type of behaviour came from the managers side which is the main source of demotivation among employees. They need to create an environment in which staff feel easy and comfortable to share their concerns. Moreover, positive recognition is important for employees as it encourages them to perform well in their jobs (Martin, 2011).
“It is believed that employees who are motivated tend to be more likely to reach their goals. Within a company, there are many factors that lead to having highly motivated employees” (Moorman, et al, 2012). It can be happened if employees will be given right opportunities to perform their job well. Moreover, ample information and support system are also an integral parts of increasing motivation and self-satisfaction among employees. Orpic cooperation provide good learning opportunities to interns, but the company needs to put promote motivation among staff and employees. They need to promote leadership style that increases motivation among employees and increase their loyalty. Through this strategy, the company can promote cooperation and communication among different units which will increase their effectiveness.
Using an IT or IS, the organization would have the capacity to sort out its client database that would enable it to have a viable and effective item stock, client subsequent meet-ups, and assess client inputs for item change. Ultimately, the association can enhance its activities techniques through the change of its inventory network. In the administration of its production network, both the providers and the enterprise would have the capacity to have a fruitful and efficient association, in this way, keeping the obstacle of arrangements and assets thought about important by the association (Jerry, 2008).
It is necessary to avoid any buck passing, irresponsibility, and misunderstanding to promote communication among different units of the company and to overcome the losses that Orpic oil industry has faced in recent years (Fincham, & Rhodes, 2015). It is important for them to analyse the role of each worker and manager and allocate the power and resources carefully. In last few years, in Orpic oil industry the allocation of power is not well-defined and less effective. The area of responsibility is not well-defined to managers, which has also created some problems for employees in terms of motivation and encouragement.
Conclusion
One of the positive things in the Orpic is their inventory network which help them to comprehend the conduct of their representatives and enhance working conditions for them. Culture and conduct assume a vital part in achieving general goals, so they contract people from various colleges to offer chances to gifted people in their association. Although certain issues have also been identified. Mistreatment is also reported with employees in certain situations which raised the question on the ability of leaders in the Orpic oil industry. It is found that employees are not motivated at all. Besides this, satisfaction level of employees are also not up to the mark due to low wages provided by the company. Although, they provide excellent opportunities to fresh graduates to get affiliated with the company. However, poor progress in the company reduces the loyalty among the employees for the company.
In the end, It is necessary for the higher authorities to take action against this type of behaviour came from the managers side which is the main source of demotivation among employees. They need to create an environment in which staff feel easy and comfortable to share their concerns. Moreover, positive recognition is important for employees as it encourages them to perform well in their jobs.
References
Johns, G., & Saks, A. M. (2011). Organizational behaviour: Understanding and managing life at work.
Fincham, R., & Rhodes, P. (2015). Principles of organizational behaviour. OUP Catalogue.
Langton, N., Robbins, S. P., & Judge, T. A. (2013). Fundamentals of organizational behaviour. Pearson Education Canada.
Jerry, L. (2008). Organizational behavior: Concepts and applications.
Martin, J. (2011). Organizational behaviour. Cengage Learning Business Press.
Moorman, R. H., & Podsakoff, P. M. (2012). A meta‐analytic review and empirical test of the potential confounding effects of social desirability response sets in organizational behaviour research. Journal of Occupational and Organizational Psychology, 65(2), 131-149.
Huczynski, A., & Buchanan, D. A. (2010). Organizational behaviour. Financial Times Prentice Hall.
Hersey, P., Blanchard, K. H., & Johnson, D. E. (2007). Management of organizational behavior (Vol. 9). Upper Saddle River, NJ: Prentice hall.
Mohr, L. B. (2012). Explaining organizational behavior. Jossey-Bass.
