Organizing Concepts And Change Principles Course Work Sample

Published: 2021-06-21 23:49:12
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Category: Management, Business, Planning, Goals, Development

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Organizing concepts and change principles at Chevron
An organization’s structure should in detail consist of activities that aim towards the attainment of the company’s aims which would include; co-ordination, supervision and tasks allocation. At Chevron, the Management system process (MSP) is an efficient and systematic approach considered to drive the vision to a world class performance. This kind of structure helps Chevron establish priorities, and plans that guides and monitors the progress towards a world class results.
The Management System Process kind of structure use contains five steps;
Vision and objectives
A well suited operation excellence vision is established at Chevron are laid down together with the specific objectives for success identified. It has developed an operation of excellence with world class goals and targets based on company’s aims and other critical drivers. Also it has well laid down objectives of its implementation and development tom meet the set requirements. This is aligned and spread across and cascaded to all levels of the company for the achievement of the company’s goals.
A well suited three year plan was put in place to manage the set priorities. The planning process is incorporated into the business plan and respective accountabilities put in place. The set plans are given milestone dates, numerical targets or metrics and performance agreements set.
The action plan set out is aligned with other business plan activities. The operation excellence networks are incorporated to view the lessons learnt and seek the best company practices. Chevron maintains constant contact with the networks to share lessons acquired, monitors plan progress and performance index at least after every month which are adjusted whenever necessary. Also new and not included plans are incorporated to the current business plan.
This is done by Chevron to evaluate progress and performance and to identify the loop holes that need to be sealed. Chevron reviews the OEMS activity to evaluate its effectiveness and that their performance is on course, also done is for the improvement of the company’s Management System Process activity.
Here, Chevron identifies possible adjustments to its initial plan based on emerging trends that need to be adopted and reviews from external sources are considered as they are important to the business.
Finally, a comprehensive operation excellence management system internal assessment is done to ascertain no gaps are left, standards and levels of performance against the laid down objectives.
Chevron sets an annual assessment on the highly prioritized operation excellence process and the assessment of all other processes to a maximum of three years. The assessed risks fall under; the leadership accountability, workforce culture, management system process, operation excellence expectations and processes, and the ability to achieve a world class performance.
The force field analysis is used when managing change to assign actions to required activities and to ensure important projects are completed. It is also used as an effective tool for great communication in the work place and efficiency in business meetings.
Chevron’s change management system has been developed to incidences during the permanent or temporary change to facilities, products and operations of the organization. The processes helps identify and control perils associated with change and ensure safety an accuracy of information is maintained.
With force field analysis, the completion of risk assessments, up to date documentation, and conveyance of planned changes and training of all impacted personnel is achieved.
Burke, W. W. (2002). Organization change: Theory and practice. Thousand Oaks, Calif. [u.a.: Sage.
Mansfield, R. (1986). Company strategy and organizational design. London: Croom Helm.
Dalkir, Kimiz. (2005). Knowledge Management in Theory and Practice. Taylor & Francis.
Mizruchi, M. S., & Schwartz, M. (1992). Intercorporate relations: The structural analysis of business. Cambridge [Cambridgeshire: Cambridge University Press.

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