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Gidelines of Executing the Petroleum Industry Vision in Iran (N.I.O.C)

Ghayoomi, Zahra | 2011

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  1. Type of Document: M.Sc. Thesis
  2. Language: English
  3. Document No: 41613 (54)
  4. University: Sharif University of Technology, International Campus, Kish Island
  5. Department: Science and Engineering
  6. Advisor(s): Sharifian, Mohammad Ali; Mobini Dehkordi, Ali
  7. Abstract:
  8. Iran is a country with bright cultural and historical background, and rich natural resources. It is also one of the important oil and gas exporters with a special geographical situation. The world energy needs are increasing rapidly and that requires higher oil production. On the other hand, oil is Iran’s most important source of revenue and the country is highly dependent on oil export. Islamic republic of Iran’s (I.R.I) 1404 program is visioning the country to be the first producer of material in the region, the second producer of oil in OPEC, and the third producer of gas in the world. Although critical conditions can slow down the process to achieve the vision, implementing this vision in the petroleum industry is desirable. These critical conditions are: existence of important natural resources in Iran, quick growth of other developing countries, need for experienced and educated human resources, sharing oil fields with neighboring countries and rapid usage of these resources by them, presence of US army at the country’s borders, limited access of Iran to modern technologies, high bargaining power of Arabic countries because of their current structural changes and attracting more foreign investment, Iran’s limited financial and technological sources because of UN sanctions, and considerable effect of oil on the country’s budget. All of the opportunities and threats available in the petroleum industry require having a strategy and vision for the organization. (Rezaee & Mobini, 1385)A case study including a descriptive survey and periodical survey was performed in this research. A set of statistical data was collected by distributing questionnaires among 110 managers and experts in petroleum industry in Tehran. The answered questions were studied in order to find out the most effective factors in implementing the vision of petroleum industry with alpha cronbach coefficient of 0.921. The results of this study pointed out that the strategic leadership (i.e. the role of senior managers) is the most important factor in implementing the strategy. The other goal of the research was to understand the most important factors affecting the role of leadership in implementing the strategy. The results obtained from the questionnaires indicated that management of human resources and the strategic direction are the two most important factors in this regard. The next question was the important guidelines for the managers in evolutionary leadership. It was concluded that creating a mental pattern for management in evolutionary leadership and facilitating self-leading are the two most important guidelines.In addition, following hypotheses were tested in this research: (a) familiarity of petroleum industry managers (National Iranian Oil Company) to the vision of the petroleum industry isn’t favorable where this hypothesis was confirmed; (b) Role of senior managers in implementing the vision is not important where this hypothesis was rejected; (c) Considerable percentage of managers do not have a long-term program where this hypothesis was confirmed; (d) Managers do not have enough prerequisite knowledge for implementing the vision of petroleum industry where this hypothesis was confirmed; (e) Providence of the petroleum industry senior managers is not one of important factors in implementing the vision of petroleum industry in Iran where this hypothesis was rejected. All of those hypotheses were tested with 95% reliability.Considering the results obtained from the questionnaires, suggestions were presented to resolve the problems. It was concluded that a set of guidelines are required for the managers to implement the vision in the organization. Appropriate education and training for managers who do not have enough prerequisite knowledge should be provided. In addition, managers should get familiar with the vision of petroleum industry while their vision should get directed toward the vision of petroleum industry.
  9. Keywords:
  10. Strategic Planning ; Management ; Leadership ; Petroleum Industry the Vision ; The Vision Implementation

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