This integrative doctoral report describes a research project which draws from the author‟s experience and knowledge of management within the oil and gas sector. Core to the research is the design and development of a company management system, the CMS. The system was designed for a new business division of an international company whose strategic vision was to gain a global presence as an engineering contractor. The research uses the formal approach of reflective practice to draw principles from the experiential work. This reflection resulted in a series of principles which the author proposes are core to the successful development of a management system. The project entailed extensive literature research which further developed and refined the core principles. The principles were compared to the ISO standard, EFQM Excellence model and several proprietary systems. A qualitative study was undertaken to investigate the management systems in use in a selection of sectors, and to explore the applicability of the derived principles. This study established the views and opinion of senior management to systems and their attitude towards quality. The synthesis of experiential data, examination of the literature, lessons learnt from the development of the CMS and the qualitative study provided further evidence to support the six derived principles, which are: Value-based, Empowerment, Team culture, Simplicity, Continuous improvement, and Added Value. This work makes a contribution to both research and professional practice at several levels: Research into professional practice. This work demonstrates the value of undertaking a research project which is located within professional practice, and yet grounded in significant primary and secondary research. 9 The six principles. The value and validity of the six principles has been demonstrated through reflective practice, exploration of the literature, a case study development of a system (the CMS) and a qualitative study. The six core principles are novel and have broader applicability than the oil and gas sector The CMS. The development of the CMS has demonstrated the value to be gained by developing a management system according to sound management principles. Value-based vs process-based management approaches. Finally the work demonstrates that a successful management system should be value (and culture) based, rather than process based. This piece of professional research thus makes a valuable contribution to the research of management systems both academically and specifically within the oil and gas sector.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:529781 |
| Date | January 2011 |
| Creators | Thurlbeck, Michael Harrison |
| Publisher | University of Sunderland |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://sure.sunderland.ac.uk/6341/ |
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