Introduction
Saudi Aramco is one of the world’s largest oil and gas businesses. Aramco, based in Saudi Arabia, is a government-owned enterprise and one of the highest-earning corporations in the world. The organization utilizes multiple productions and refining capabilities. Transportation of oil and gas occurs regularly and in large quantities. It utilizes cutting-edge technologies and has access to inexpensive production assets. The organization has a dynamic internal information flow and a distinctive culture of knowledge-sharing and collaboration to enhance the learning capacity of the team.
Discussion
For businesses to function effectively, they need workplaces where employees feel inspired to give their best effort every day. A company’s success can be attributed to the existence of a unified vision of its goals and the talents of its employees, both of which are fostered by an organization’s culture. The term “organizational culture” is used to describe the shared set of norms and assumptions that govern the actions and attitudes of those working within a company (Victoria et al., 2021).
As an example of how Aramco promotes a culture within the organization, consider the company’s focus on achieving the team learning capacity and the existence of a flexible knowledge-sharing system. These internal elements boost not only organizational adaptability but also innovation, which in turn boosts the company’s ability to compete (Gray, 2021). The ability of a company to compete effectively depends on the strength of its corporate culture.
Aramco highly values organizational cultures, including work-life balance, holidays, development, and a pleasant and positive working environment. The organization encourages creativity and teamwork and provides an opportunity for employees to experiment with new inventions and reinvention ideas. At Aramco, management focuses on organizational culture by ensuring employees are committed to the company’s goals (Gajere & Nimfa, 2021). In general, work-life balance improves organizational behavior thus critical in achieving the company goals. In a hierarchical culture, for example, employees must seek permission from their superiors before acting.
Saudi Aramco’s approach to power and change has undergone a process of transformation. Aramco has altered its strategies, structure, operational methods, culture, and technology in an effort to achieve corporate power and transformation. For example, through digital transformation and partnerships with other businesses, Aramco has been able to deal with oil prices and cost expenditures, resulting in its stability. In addition, the company engages in employee training and user education to ensure that its customers use its products correctly. Moreover, the company is involved in long-term projects like smart city development (Gray, 2021).
Fostering innovation in every aspect of its business is Aramco’s principal competitive advantage. Extensive research and development foster a culture of innovation to ensure a prosperous future for customers. For instance, customers are offered the company’s products through an advanced presentation. Their marketing strategies improve the company’s standing in the petroleum market.
Conclusion
These technological advances have enabled the company to connect several divisions abroad to a single corporate development platform. In addition, Aramco is involved with expanding to new marketplaces and deepening existing market penetration. Moreover, Aramco’s highly motivated staff delivers responsiveness and customer satisfaction. The company focuses on improving existing infrastructure, constructing new facilities, and implementing the most advanced technology to make gas exploration and extraction more practical and cost-effective (Gray, 2021). Cultures inside organizations can have both beneficial and bad effects on the organization.
Consequently, via an understanding of an organization’s culture, it is possible to establish why some initiatives of the organization have failed and the components of the culture that impede innovation and change, and what has to be addressed in order to improve the organization’s operations.
References
Gajere, M. C., & Nimfa, D. T. (2021). Strategic drift and organizational culture in oil and gas company of Nigeria. SSRN Electronic Journal. Web.
Gray, N. (2021). Building a culture of safety. Where Energy is Opportunity | Aramco. Web.
Victoria, A. O., Olalekan, A. U., & Evangeline, N. N. (2021). Just a moment... ResearchGate | Find and share research. Web.