Organization of horizontal communication to improve safety culture at Irkutsk Oil Company

UDK: 658.012:622.276
DOI: 10.24887/0028-2448-2020-9-17-20
Key words: Team of Great Opportunities (TGO), horizontal non-hierarchical communication, hierarchical management system
Authors: I.M. Andreyevskiy (Irkutsk Oil Company LLC, RF, Irkutsk), Yu.V. Razmoskin (Irkutsk Oil Company LLC, RF, Irkutsk), E.G. Voskoboynik (Irkutsk Oil Company LLC, RF, Irkutsk), B.R. Gilmutdinov (Irkutsk Oil Company LLC, RF, Irkutsk)

The classical hierarchical enterprise management system, which has proven its effectiveness, allows you to distribute areas of work correctly, to determine the scope of duties of each employee and structural subdivision. This structure also allows you to build a distinct interaction within your functional unit. However, this structure also has its drawbacks. For example, an artificial limitation within its area of capabilities of active, so-called ‘passionate’, employees is a disadvantage of a hierarchical system with narrow-focused units. It is impossible for them to implement their ideas and proposals, which are often not included in the scope of duties of their subdivision or unit. In order to overcome the barriers created by the hierarchical system that prevent active employees from realizing their ideas, an alternative platform for horizontal non-hierarchical communication was created at Irkutsk Oil Company, and it is called "Team of Great Opportunities" or TGO. The article deals with the mechanisms of functioning, the principles of making and implementing decisions, as well as the results of the activity of the specified corporate movement. The main area for the ideas implemented within this movement was the development of a safe work practices culture. In total, 12 project teams participate in the TGO with an average of 12 people in each team. Participants can be in different positions in the corporate entity, have different experience and expertise. At the same time, working within the horizontal structure of TGO, all these employees are working equally on the problematic issues chosen by themselves or on innovative ideas proposed by them. The effectiveness of TGO is proved by successfully completed projects; one example of those is discussed in the article.

References

1. Dozortsev A.O., Oil company structure development strategy: advantages and disadvantages (In Russ.), Problemy ekonomiki i upravleniya neftegazovym kompleksom, 2009, no. 2, pp. 32–36.

2. Kotter J.P., Leading change, Harvard Business School Press, 1996.

The classical hierarchical enterprise management system, which has proven its effectiveness, allows you to distribute areas of work correctly, to determine the scope of duties of each employee and structural subdivision. This structure also allows you to build a distinct interaction within your functional unit. However, this structure also has its drawbacks. For example, an artificial limitation within its area of capabilities of active, so-called ‘passionate’, employees is a disadvantage of a hierarchical system with narrow-focused units. It is impossible for them to implement their ideas and proposals, which are often not included in the scope of duties of their subdivision or unit. In order to overcome the barriers created by the hierarchical system that prevent active employees from realizing their ideas, an alternative platform for horizontal non-hierarchical communication was created at Irkutsk Oil Company, and it is called "Team of Great Opportunities" or TGO. The article deals with the mechanisms of functioning, the principles of making and implementing decisions, as well as the results of the activity of the specified corporate movement. The main area for the ideas implemented within this movement was the development of a safe work practices culture. In total, 12 project teams participate in the TGO with an average of 12 people in each team. Participants can be in different positions in the corporate entity, have different experience and expertise. At the same time, working within the horizontal structure of TGO, all these employees are working equally on the problematic issues chosen by themselves or on innovative ideas proposed by them. The effectiveness of TGO is proved by successfully completed projects; one example of those is discussed in the article.

References

1. Dozortsev A.O., Oil company structure development strategy: advantages and disadvantages (In Russ.), Problemy ekonomiki i upravleniya neftegazovym kompleksom, 2009, no. 2, pp. 32–36.

2. Kotter J.P., Leading change, Harvard Business School Press, 1996.
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