A Project Report on Ongc

A Project Report On

ORGANISIONAL DEVELOPMET INTERVENTIONS INTERVENTIONS At

ONGC

Submitted by: unu! G"#!u#$"r: G"#!u#$"r : %& S"n'e mub"!!(ir: )* o'"nd" '"nd "

: )+

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INDEX

SR,NO

TITLE

PAGE NO,

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OD interventions

3

2

Human Process Interventions

5

3

Intervention Categories

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4

About the Coman!

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5

H" Ob#ectives at ON$C

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6

H" %trate&! at ON$C

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'

"o(e o) H" at ON$C

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P"O+,E-% AND CHA,,EN$E% IN ON$C

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OD Interventions that ON$C ractice

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1/

0inin&s about ON$C

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OD inter-ention!  Interventions are rincia( (earnin& rocesses in the action sta&e o) or&aniation eve(oment •

are structure activities use iniviua((! or in combination to imrove their socia( or tas er)ormance

•

introuce b! a chan&e a&ent as art o) an imrovement ro&ram

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%tructure activities mean such iverse roceures as eerientia( eercises7 8uestionnaires7 attitue surve!s7 intervie9s7 re(evant &rou iscussions7 an even (unchtime meetin&s bet9een the chan&e a&ent an a member o) the c(ient or&aniation

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Ever! action that in)(uences an or&aniation:s imrovement ro&ram in a chan&e a&ent;c(ient s!stem re(ationshi can be sai to be an intervention

•


•

+echar (ists si such assumtions=

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teams?
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An a(9a!s re(evant chan&e &oa( is the reuction o) inaroriate cometition bet9een arts o) the or&aniation an the eve(oment o) a more co((aborative conition

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Decision main& in a hea(th! or&aniation is (ocate 9here the in)ormation sources are7 rather than in a articu(ar ro(e or (eve( o) hierarch!

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Or&aniations7 subunits o) or&aniations7 an iniviua(s continuous(! mana&e their a))airs a&ainst &oa(s Contro(s are interim measurements7 not the basis o) mana&eria( strate&!

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One &oa( o) a hea(th! or&aniation is to eve(o &enera((! oen communication7 mutua( trust7 an con)ience bet9een an across (eve(s

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Peo(e suort 9hat the! he( create Peo(e a))ecte b! a chan&e must  be a((o9e active articiation an a sense o) o9nershi in the (annin& an conuct o) the chan&e

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Interventions ran&e )rom those esi&ne to imrove the e))ectiveness o) iniviua(s throu&h those esi&ne to ea( 9ith teams an &rous7 inter&rou re(ations7 an the tota( or&aniation

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9hat eo(e o?7 an those that )ocus on rocess issues >ho9 eo(e &o about oin& it?

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0ina((!7 interventions ma! be rou&h(! c(assi)ie accorin& to 9hich chan&e mechanism the! ten to emhasie=  )or eam(e7 )eebac7 a9areness o) chan&in& cu(tura( norms7 interaction an communication7 con)(ict7 an eucation throu&h either ne9 no9(e&e or si(( ractice

M"jor Type! o. Inter-ention! •

these are o)ten terme interventions? to aress or&aniationa( issues an &oa(s in orer to increase er)ormance

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@est Pub(ishin&7 1..3?

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/um"n Proce!! Inter-ention! ►

Coachin&= Coaches nee not have )irst;han eerience o) the coachee:s (ine o) 9or
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Process Consu(tation an @iieia? acts as a coach or &uie aroun the meetin& rocess to ensure the time is sent e))icient(!7 e))ective(! an creates imact

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INTERVENTION CATEGORIES /um"n Proce!! Inter-ention!:

A
4 $ri Or&aniation Deve(oment=
Tec(no0Structur"# Inter-ention!

)or eam(es its tas  methos an #ob esi&n? an structure >)or eam(e7 ivision o) (abor an hierarch!? HIOBs? 6
/um"n Re!ource M"n"'ement Inter-ention!

1 $oa( %ettin&= EAPs? an stress mana&ement

Str"te'ic Inter-ention!


that are too com(e )or sin&(e or&aniations to reso(ve 3 -er&er an Ac8uisition Inte&ration= behaviors7 va(ues7 be(ie)s an norms? aroriate to their strate&ies an environments 5 %e();esi&nin& or&aniations=
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T(e De!i'n o. E..ecti-e Inter-ention!

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Contin&encies "e(ate to the Chan&e %ituation

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"eainess )or Chan&e

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Caabi(it! to Chan&e

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Cu(tura( Contet

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Caabi(ities o) the Chan&e A&ent

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Contin&encies "e(ate to the
►

%trate&ic Issues

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Human resources issues

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Human rocess issues

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About t(e Comp"ny Oi( an Natura( $as Cororation ,imite >ON$C? is a state o9ne oi( an &as coman! in Inia

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ON$C rans as the Numero no Oi( F $as E(oration F Prouction >EFP? Coman! in Asia7 as er P(atts 25/ $(oba( Ener&! Comanies ,ist )or the !ear 2//'

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ON$C rans 23r ,eain& $(oba( Ener&! -a#or amon&st the "IOC? )or the !ear 2//'

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ON$C is the on(! Coman! )rom Inia in the 0ortune -a&aineBs (ist o) the @or(s -ost Amire Comanies 2//' ON$C is .th osition in the Inustr! o) -inin&7 crue oi( rouction

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ONGC VISION:

“ To be a world class Oil and Gas Company integrated in energy business with dominant Indian leadership and Global presence.” ONGC MISSION: •

Deicate to ece((ence b! (evera&in& cometitive avanta&es in "FD

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hi&h stanars o) business ethics an or&aniationa( va(ues

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Abiin& commitment to sa)et!

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%trive )or customer e(i&ht

M"jor Competitor! •

Assam Oi( Coman! ,t >AC,?7 Inia

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+harat Petro(eum Cororation ,imite7 Inia

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Essar Oi(7 Inia

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$u#arat %tate Petro(eum Cororation7 Inia

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Hinustan Petro(eum Cororation ,t7 Inia

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Inian Oi( Cororation7 Inia

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Petronet ,N$ ,imite7 Inia

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"e(iance Inustries ,imite7 Inia

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%ch(umber&er 

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Ha(ibourton

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"o!a( Dutch she((

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/R Objecti-e! "t ONGC •


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/R Str"te'y "t ONGC •


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 +ui(in& 8ua(it! cu(ture an resources  "e;en&ineerin& an ree(o!ment )or maimiin& uti(iation o) H"  otentia(

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"e;stren&thenin& mutua( )aith7 trust an resect

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Incu(catin& a sirit o) (earnin& F en#o!in& cha((en&es

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 Deve(oin& Human "esource throu&h virtua( (earnin&7 roviin& oortunities )or &ro9th7 incu(catin& invo(vement an eosure to  benchmarin& in er)ormance

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Ro#e o. /R "t ONGC •

A(i&nment o) H" vision 9ith cororate vision

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%hi)t )rom suort &rou to strate&ic artner in business oerations

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H" as a chan&e a&ent

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Enhance rouctivit! an er)ormance b! eve(oin& em(o!ee cometenc! An otentia(

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Deve(oin& ro)essiona( attitue an aroach

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Deve(oin& $(oba( -ana&ersB )or tomorro9 to ensure the ro(e o) &(oba( P(a!ers

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PRO1LEMS AND C/ALLENGES IN ONGC •

Increase Cometition;

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 Private Cometitors in maret

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 Di))icu(t! in P(annin& )or sustaine avai(abi(it! o) 9or)orce

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 0u()i((in& -ano9er "e8uirements

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A&in& @ore Attrition  Aroun '  attrition rate main(! ue to (ac o) career oortunities an etreme 9orin& conitions

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Attractin&
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-otivation ;

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On account o) i))erentia( 9ith the maret an 9ithin

insi&ni)icant i))erentia(

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 No corre(ation seen bet9een er)ormance an com(eit! o) ro(e an a!

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 No incentive to er)orm be!on eectations Increments are no9n an eecte

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)orce  Di))icu(t! to re(enish
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"etirement  34 o) the mi(e mana&ement (eve( em(o!ees are eecte to retire in 5;1/ !ears

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Le"der!(ip 
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Tr"inin' ; Creatin& trainin& so(utions that are cost e))ective an resu(t oriente is a bi& cha((en&e

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OD Inter-ention! t("t ONGC pr"ctice 1 App#yin' criteri" to 'o"#! here the (eaershi estab(ishes ob#ective criteria )or the oututs o) the or&aniation:s &oa(;settin& rocesses the si(os? as 9e(( as em(o!ee (eve(s
Deve(oment an encoura&in& the cu(ture o) ,earnin& in the or&aniations ;
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' Te"m 1ui#din' +OD? is bein& the most common ractice7 is a  art o) this initiative

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1/ Settin' up me"!urement !y!tem!
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5indin'! "bout ONGC 

Per)ormance Araisa( %!stem in ON$C is not transarent

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 Iniviua( )eebac is not rovie

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Araisers are usua((! unbiase an the mana&ement is serious about the araisa( rocess

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%uerior;suborinate re(ations are &oo %uerior he( the em(o!ees set an achieve meanin&)u( &oa(s


"e(ations 9ith the suerior a))ect the eva(uation

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 Em(o!ees are bein& rate on their no9(e&e an si((s

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 $reater 9ei&hta&e is &iven to the recent er)ormances

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-ost o) the em(o!ees 9ant that 36/ e&ree )eebac s!stem shou( be introuce

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