CHAPTER 4
PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA
This chapter presents the data gathered from the questionnaire, interviews conducted by the researcher for the Petroleum Development of Oman (PDO). The study includes the detailed information about the survey and the respondents in general. This includes the Drop out Rates and View/Completion Rates i.e. 40.45% for the completed rates and 83.15% for the started rates from the 89 overall viewed rates. The findings of the study are presented in several sections. Part One presents the profile of the respondents of this study. Part Two talks about the interpersonal roles of the manager. Part Three states the informational roles of the manager. Part Four states the decisional roles of the manager. Finally, the study investigated to the extent to which these formal changes in management systems and role prescriptions have resulted in change in work behavior and job satisfaction experienced by managers. This is the manner unto which the study accounts the factors and the perception on the criteria themselves.
The conduct of this study entails a detailed account of the demographic profile of the respondents. It is assumed that the attributes of the respondents influence their behavior and answers on the survey questions. The study covers the analysis of management development within the Omani national culture and organisation culture of Arab management concept, and how the organisational change can influence the management roles.
Part 1
Q1. What is the characteristic profile of the respondents in terms of:
a. Age
b. Gender
c. Educational Attainment
d. Departments/Positions
e. Number of years in managerial position (including the years before affiliated with PDO)?
The profile of the respondents is looked upon in terms of age, gender, educational attainment, position and number of years in managerial position.
1.1 Age
| Which Age group you in? | |||
| # | Answer | Frequency | Percentage |
| 1 | Less than 25 | 0 | 0.00% |
| 2 | 26 - 30 | 1 | 2.86% |
| 3 | 31 - 35 | 5 | 14.29% |
| 4 | 36 - 40 | 2 | 5.71% |
| 5 | 41 - 45 | 14 | 40.00% |
| 6 | 46 - 50 | 7 | 20.00% |
| 7 | 51 - 55 | 4 | 11.43% |
| 8 | 56 - 60 | 2 | 5.71% |
| 9 | 60 + | 0 | 0.00% |
| | Total | 35 | 100% |
| Mean: 5.171 | |||
| Mean Percentile: 53.65% | |||
| Standard Deviation: 1.445 | |||
Table 1 shows the age range of the respondents. Figure 1 also presented the age group in pie chart. Forty percent (40%) of the respondents were between 41- 45 years old, showing that most of them were already an experienced person in the job. Twenty (20%) of the respondents were between 46-50 years old. Respondents' aged 31-35 comprised fourteen percent (14%) of the overall respondents, comprising mostly of the employees in PDO. The table also shows the close percentage of the ages 26-30, 36-40, and 56-60, which is 2.86%, 5.71% and 5.71% respectively. The survey also includes the 11% of the respondents with ages between 51-55 years old. The table also indicates the mean score or the mean percentage of the ages that is 5.171. The mean 5.171,mean percentile 53.65% and standard deviation 1.445 indicates that the most dominated score in terms of age lies in the 5th row which is in the 53.65% of the 100% respondents and a dispersion from the mean of 1.445.
Table 2
Gender of the Respondents
| Gender: | |||
| # | Answer | Frequency | Percentage |
| 1 | Male | 33 | 100.00% |
| 2 | Female | 0 | 0.00% |
Total | 33 | 100% | |
| Mean: 1.000 | |||
| Mean Percentile: 100.00% | |||
| Standard Deviation: 0.000 | |||
The sample populations' gender depicts an unequal distribution of the sexes. The above table shows the total respondents based on their gender. The survey results indicate that 100% of the respondents are male. Based on table 2, there is a reason to believe that male is the biggest factor in Petroleum Development of Oman (PDO) in terms of managerial roles.
Table 3
Educational Attainment of the Respondents
| Educational Attainment: | |||
| # | Answer | Frequency | Percentage |
| 1 | Some Secondary School | 3 | 6.52% |
| 2 | College | 6 | 13.04% |
| 3 | University | 24 | 52.17% |
| 4 | Post Graduate | 10 | 21.74% |
| 5 | Other | 3 | 6.52% |
| | Total | 46 | 100% |
| Mean: 3.087 | |||
| Mean Percentile: 58.26% | |||
| Standard Deviation: 0.939 | |||
Table 3 shows the educational attainment of the respondents. 52.17% of the 46 respondents are graduated from the University. Then followed by the respondents who are in the Post Graduate status i.e. 21.74%. There are a close percentage of the respondents in terms of their educational attainment, which is 6.52% for Some Secondary School, 13.04% for College and 6.52% for other statements. Educational attainment of the respondents is also presented in figure 2 and 3.
Table 4
Departments of the Respondents
| Which of the following is your Department? | Frequency | Percentage |
Exploration Department | 5 | 14.29% |
| Finance Department | 7 | 20.00% |
| Human Resource Department | 7 | 20.00% |
| Oil Department (North) | 4 | 11.43% |
| Oil Department (South) | 8 | 22.86% |
| Technical Support | 3 | 8.57% |
| HSE | 0 | 0.00% |
| Other | 1 | 2.86% |
| Total | 35 | 100% |
| Mean | 3.49 | |
| Standard Dev. | 1.77 | |
| Variance | 3.14 | |
| Mean Percentile | 68.93% | |
Table 4 presented the departments of the respondents. Figures 4 and 5 are also presented in order to recognized easily the dominant factor in terms of departments. The table and figures show that there is a close percentage between the Finance Department and Human Resource Department that is both 20% of the 35 total numbers of respondents. Based on the data gathered, the most influenced factor is the Oil Department (South) with 22.86% of the respondents.
Table 5
Number of Years of the Respondents in a managerial position (including the years before they are affiliated with PDO)
| How long have you been in a managerial position (including the years before you were affiliated with PDO)? | | ||
| # | Answer | Frequency | Percentage |
| 1 | Less than a year | 2 | 5.71% |
| 2 | 1 - 5 years | 11 | 31.43% |
| 3 | 6 - 10 years | 12 | 34.29% |
| 4 | 11 - 15 years | 8 | 22.86% |
| 5 | 16 - 20 years | 2 | 5.71% |
| 6 | More than 20 years | 0 | 0.00% |
| | Total | 35 | 100% |
| Mean: 2.914 | |||
| Mean Percentile: 68.10% | |||
| Standard Deviation: 1.011 | |||
The table above shows the number of years of the respondents in managerial position. 34.59% of the respondents are in the bracket of 6-10 years in managerial position. Followed by 1-5 years that is 31.43% of the respondents. The computed mean is 2.914 which is in the 3rd row of the table and signifies that the mean score is located in the bracket of 6-10 years.
Part 2. Interpersonal Roles of the Manager
Table 7
| | 1 | 2 | 3 | 4 | 5 | Interpretation | |
| 1.I am aware that ceremonial and symbolic duties such as greeting visitors in the company is a part of my job. | 9 | 25 | 1 | 0 | 0 | Agree | |
| 2.Ceremonial duties of a manager provide a feeling of importance thus making my morale high. | 3 | 16 | 8 | 6 | 2 | 2.657 | Uncertain |
| 3.Managers in the company freely exercise their figurehead roles in the organization. | 3 | 17 | 9 | 5 | 1 | Agree | |
| 4.I am aware of my responsibility in motivating my subordinates. | 21 | 14 | 0 | 0 | 0 | 1.4 | Strongly Agree |
| 5.I train and provide counselling to my subordinates. | 16 | 19 | 0 | 0 | 0 | 1.543 | Strongly Agree |
| 6.Communicating with my subordinates is a part of my managerial role as a leader. | 30 | 5 | 0 | 0 | 0 | 1.143 | Strongly Agree |
| 7.It is also the manager's duty to forge links both inside and outside the organisation. | 16 | 17 | 2 | 0 | 0 | 1.6 | Agree |
| 8.Constant communication with both internal and external personalities of the organization is vital to maintain stability in the organisation. | 15 | 16 | 4 | 0 | 0 | 1.686 | |
| 9.Managers require networking skills to shape and maintain internal and external contacts for information exchange. | 17 | 15 | 3 | 0 | 0 | 1.6 | Agree |
| 10.Managers need to acquire interpersonal skills in order to maintain a high morale among its subordinates. | 20 | 15 | 0 | 0 | 0 | 1.429 | Strongly Agree |
Table 7 shows the complete summary of responses of the respondents pertaining to the interpersonal roles of a manager. Statement no. 1 has a total of nine respondents who are strongly agree, 25 for agree, one for uncertain and zero for both disagree and strongly disagree. The table also indicates the weighted mean in each statement that is statement no.1 has a weighted mean of 1.771 and interpreted as agree since the majority of the respondents agreed on that statement.
Part 3. Informational Roles of the Manager
Table 8
| | 1 | 2 | 3 | 4 | 5 | Interpretation | |
| 1. It is the duty of the manager to seek/receive information from many sources to evaluate the organisation's performance, well-being and situation. | 12 | 21 | 2 | 0 | 0 | Agree | |
| 2. It is also the role of the manager to build and use an intelligence system | 9 | 15 | 11 | 0 | 0 | 2.057 | Agree |
| 3. Proper maintenance of information keeps the stability of the organization. | 17 | 16 | 1 | 1 | 0 | 1.6 | Agree |
| 4. It is the role of the manager to the bring external views into his/her organisation and facilitates internal information flows between subordinates. | 11 | 22 | 2 | 0 | 0 | 1.743 | Agree |
| 5.The dissemination of organizational information through memos and other correspondence is a satisfying role. | 3 | 13 | 9 | 10 | 0 | 2.743 | Uncertain |
| 6. I am aware of the role of a manager as a disseminator of information. | 2 | 29 | 3 | 1 | 0 | 2.086 | Agree |
| 7. Managers also inform and lobbies to organizations external to his/her own organisational group. | 4 | 19 | 10 | 1 | 1 | 2.314 | Agree |
| 8.Transmitting information on the organization's plan's, current situation and achievements of the divisions to outsiders provide the managers the boost in their level of motivation | 4 | 14 | 12 | 5 | 0 | 2.514 | Uncertain |
| 9. As a spokesperson for the organization, managers must then exude a positive disposition towards the objectives of the company. | 15 | 18 | 1 | 1 | 0 | 1.657 | Agree |
| 10. Informational roles are required to be accomplished by the managers in order to maintain stability in the organization. | 8 | 24 | 3 | 0 | 0 | 1.857 | Agree |
Table 8 indicates the complete summary of responses of the respondents pertaining to the informational roles of a manager. Statement no. 10 has a total of eight respondents who are strongly agree, twenty-four for agree, three for uncertain and zero for both disagree and strongly disagree. The table also shows the weighted mean in each statement that is statement no.10 has a weighted mean of 1.857 and interpreted as agree since most of the respondents agreed on that statement.
Part 4. Decisional Roles of a Manager
Table 9
| | 1 | 2 | 3 | 4 | 5 | Interpretation | |
| 1. To improve the organisations productivity and employee satisfaction, managers have a high power distance, which in turn highlights opportunities for developments in all sub-systems within the organisation | 1 | 2 | 4 | 16 | 12 | Disagree | |
| 2. Managers in the organisation are also aware of their role as initiators of change. | 6 | 22 | 6 | 1 | 0 | 2.057 | Agree |
| 3. Initiative for improvement is a satisfying aspect of managerial roles since their voices are heard in the organisation. | 5 | 24 | 4 | 1 | 1 | 2.114 | Agree |
| 4. Managers are aware of their responsibility in taking corrective actions during disputes and crises. | 11 | 19 | 4 | 1 | 0 | 1.857 | Agree |
| 5. Managers are also considered problem solvers. | 6 | 21 | 7 | 1 | 0 | 2.086 | Agree |
| 6. The Managerial role of being a disturbance handler is a stressful job considering the generalist role it imposes on the managers. | 2 | 16 | 12 | 4 | 1 | 2.6 | Uncertain |
| 7. Managers are also aware of their role in deciding on expenditure of the organisation's physical, financial and human resources. | 12 | 19 | 2 | 2 | 0 | 1.829 | Agree |
| 8. Having the power to decide who gets resources, scheduling, budgeting, setting priorities keeps the satisfaction level of the managers in higher gear. | 5 | 19 | 6 | 4 | 1 | 2.343 | Agree |
| 9. Representing the organisation in important negotiations is an imperative role of the manager. | 9 | 25 | 1 | 0 | 0 | 1.771 | Agree |
| 10. Decisional roles of the managers are important to maintain stability of the organisation. | 16 | 17 | 2 | 0 | 0 | 1.6 | Agree |
Table 9 shows the complete summary of responses of the respondents pertaining to the decisional roles of a manager. Statement no. 9 has a total of nine respondents who are strongly agree, 25 for agree, one for uncertain and zero for both disagree and strongly disagree. The table also indicates the weighted mean in each statement i.e. statement no.9 in table 9 has a weighted mean of 1.771 and interpreted as agree since the majority of the respondents are agreed on that statement.
5. Summary, Conclusions and Recommendations
The study tried to investigate to the extent in which these formal changes in management systems and role prescriptions have resulted in change in work behavior and job satisfaction experienced by managers. This is the manner unto which the study accounts the factors and the perception on the criteria themselves.
The conduct of this study entails a detailed account of the demographic profile of the respondents. It is assumed that the attributes of the respondents influence their behavior and answers on the survey questions. The study covers the analysis of management development within the Omani national culture and organisation culture of Arab management concept, and how the organisational change can influence the management roles.
5.1. Summary
On the basis of the data gathered in relation to the statement of the problem, the following are the significant findings:
When it comes to management jobs, women are consistently under-represented. In general, this pattern seems to hold even in the new commercial companies--a finding that confounds the view that market-driven systems and audience goals will result in an increase of women's power at the top. By far the most common obstacle to career development reported the problem of male attitudes. Among the most important implications of the male dominance is that women are judged by male standards and performance criteria. Women in general are subjected to a masculine culture particularly in organisations with an international orientation. This condition makes the possibility of promotion. Moreover, among the barriers to female managers' representation and contribution are societal, organizational, and psychological.
Based on the survey conducted by the researcher, the study found out that a notable number of respondents have great doubts on the transparency of their firms as well as its objectivity towards the employees. Moreover, the respondents are aware that length of service is among what companies consider in terms of promotion.
With all the evidence of gender objectivity among the responses of the employees, it is unanticipated to see that majority of the system of the respondent firms still acquires negative responses. This results shows that the respondents perceive that there are still preconceived notions on the capability of women as employees since they have observed that there are more males recruited than females in their respective firms.
The work behavior and job satisfaction experienced by managers are influenced by different factors.
Conclusions
On the basis of the above summary of findings in this study, this research came up with the following conclusions:
The study includes the investigation of the change in behavior and performance among managers upon the implementation of organisational change. This study reveals that there is a great development of management within the Omani culture. Based on the findings of this study, most of the key positions in Petroleum Development of Oman (PDO) are dominated by male. Forty percent (40%) of the respondents were between 41- 45 years old, showing that most of them were already an experienced person in the job. 52.17% of the 46 respondents are graduated from the University. Pertaining to the departments of the respondents, the most influenced factor is the Oil Department (South) with 22.86% of the respondents. 34.59% of the respondents are in the bracket of 6-10 years in managerial position.
In conclusion, the different roles of a manager in Petroleum Development of Oman (PDO) were affected by the respondents' background in managerial training.
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