Report on Acquisition Of Kazoi | Oil Industry In Kazakhstan

Added on -2020-02-17

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Human Resource Strategy and Change Management
TABLE OF CONTENTSBACKGROUND.............................................................................................................................1SYMPTOMS...................................................................................................................................1CRITICAL STATEMENT..............................................................................................................1CONDUCTING THE ANALYSIS..................................................................................................2ACTION PLAN / INTERVENTIONS............................................................................................3EVALUATION OF ACTION PLAN..............................................................................................4BRIEF SUMMARY.........................................................................................................................4REFERENCES................................................................................................................................5
BACKGROUNDThis report is about the acquisition of KazOil by various organizations and their impacton the oil industry in Kazakhstan. The country was ninth largest in Eurasia in terms of area.Nurlan Ospanov, the head of corporate finance at KazOil was not going to accept the offer madeby an american company for their new senior manager in Atyrau (Purce, 2014). The appreciationdinner arranged was more focused on the management's perception of greatness and less on staffmotivation. KazOil was an oil production unit located in Kyzyl-Orda. During the soviet era, the company was owned by Kazakhstan's government, later on soldto Hydrocarbons Ltd, a Canadian company for USD 120 million. The company was morefocused on the employee relation. Later on in 2005, KazOil was sold to China petrol. But topmanagement has left the company, because Chinese management was not appropriate. Thisreport focuses on the culture of KazOil and ways to motivate the employees. SYMPTOMSThe problem of KazOil when it was under Canadian organization was that the resistanceof work was more resistance. All the managerial positions was taken by the Canadian and theyare pushing all the locals to do more and more work irrespective of their age and experience. Butthe positive aspect was that they are able to create some positivity and a spirit to the company.When the soviet union got over, the problem in front of Kazakhstan was to stable their economiccondition. Their infrastructure was weak, legal system was lacking transparency, the governancesystem was very poor (.Jackson, Schuler and Jiang, 2014). The symptoms of decreasing thequality oil was seen when KazOil was under China's acquisition. Chinese were having very poorcommunication skills, this results is increase in frustration among employees and further slowingdown the decision making process. Nurlan was having more than 25 years of experience but heoften gets ignored by the Chinese management. CRITICAL STATEMENTIn 2006, KazOil's manager stated “that Everything is better and they have medical;insurance, they have good bonuses which is caused by different style of management”. Nurlanfelt that the Chinese attempt of socializing the staff was very weak and it was more focusedtowards Chinese perception and less on the motivation of employees (Schuster and Hunter,2016). At the time of appreciation dinner, a government organization told that some things needto be done in certain defined ways. According to them they have found out those mistakes which1

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