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Organisational Structure of Anadarko Petroleum Corporation
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Netra Shetty
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netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
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Organisational Structure of Anadarko Petroleum Corporation - February 1st, 2011

Organisational Structure of Anadarko Petroleum Corporation : Anadarko Petroleum Corporation (NYSE: APC) is one of the world’s largest independent oil and gas exploration and production companies, with approximately 2.3 billion barrels of oil equivalent (BOE) of proved reserves and production of 206 million BOE as of December 31, 2008. Anadarko employs a worldwide workforce of about 4,000.[3] The company is headquartered in The Woodlands, SPD Montgomery County, Texas.[4]


5
CEO
James Hackett
3
Director
Paula Reynolds
3
Director
Peter Fluor
2
Director
Luke Corbett
3
Director
Paulett Eberhart
15
Director
John Butler
8
Director
John Gordon
Director
Preston Geren
2
Chairman Emeritus
Robert Allison
2
COO
R. Walker
4
Administrative & Legal
Robert Reeves
2
CFO
Robert Gwin
2
Exploration
Robert Daniels
2
Operations
Charles Meloy
Vice President
AR
4
Vice President
Donald Sinclair
CIO
MC
Development
KJ
Gulf of Mexico
DH
Human Resources
JS
Marketing & Minerals
DB
2
Midstream
Danny Rea
Services
RA
Legal & Secretary
DS
Government Relations
GP
Accounting
CD
Audit
LA
Finance & Treasurer
BB
Investor Relations & Communi...
JC
Exploration
DH
Exploration
SS
Gulf of Mexico Exploration
EL
International Exploration
FP
Operations
JK
Operations
DL
Operations
DM


Task certainty refers to the predictability of a task. Routine tasks
allow management to devise standard procedures for subordinates to
follow, minimizing questions about the job and widening the span of
control. On the other hand, close supervision is called for when tasks
are ambiguous and uncertainty is great. For example, the task of checking
a guest in or out of the hotel can be documented and standard
procedures can be created, so the front desk manager can have a relc02.
40 Chapter 2 Organizational Structure
atively wide span of control over the front desk agents. However, because
of the diversity of customers the sales manager encounters, the
tasks of a hotel sales manager are less certain. The director of sales is
responsible for coaching the sales managers, observing sales calls, and
ensuring deal closings; these tasks require a hands-on approach that
limits the number of employees the director of sales can handle, narrowing
the span of control.
If the supervisor-subordinate relationship requires frequent interaction,
the span of control must be narrow. If interaction is infrequent,
the span of control can be wide. For example, the hotel controller
must review regularly the status of collections and payments with staff.
(a)
(b)
Figure 2–3 Span of Control: (a) Wide Span of Control (flat organization); (b) Narrow Span of
Control (tall organization)
The Pros and Cons of Functional Organization Design 41
In contrast, the frequency of interaction between the chief engineer
and his or her subordinates is directed by written work orders in most
circumstances and thus requires less direct communication, enabling
a wider span of control.
If the supervisor must integrate and coordinate the tasks of subordinates,
the span of control narrows. For example, in the production
of a meal for one table of four guests with different appetizers,
salads, and entrées, the chef must have a narrow span of control to ensure
that each component of the meal is assembled correctly and delivered
to service personnel on a timely basis. The span of control of
the executive housekeeper can be much wider because the procedure
for cleaning and preparing each guest room is similar, if not exactly
the same, for every room.
Physical dispersion refers to the distribution of employees within
the lodging establishment. For example, if the executive housekeeper
has guest room attendants on 20 floors in two buildings and the front
desk manager has all front desk agents located in one place, the span
of control would narrow for the executive housekeeper and widen for
the front desk manager.
The ideal number of people that one person can supervise depends
on a variety of factors. Consistent with trends in organizational
structure such as teams, quality circles, and employee empowerment,
many hotel and lodging organizations are widening their span of control.
The objective behind these trends is to develop a flatter, more responsive
organizational structure in which employees can make decisions
without going through several levels of management.7
THE PROS AND CONS OF FUNCTIONAL ORGANIZATION DESIGN
The most important strength of a functional organizational design is
efficiency. The performance of common tasks allows for work specialization,
which increases overall productivity. Workers develop specialized
skills and knowledge more rapidly. Training is easier because of
the similarity of tasks and the resulting opportunities for inexperienced
workers to learn from experienced workers. This helps new employees
quickly learn the kinds of behavior that lead to success and promotion.
Coordination of activities within functional departments is easier
than in more broadly based organizations.
A functional organization fosters efficiency, teamwork, and coordination
of activities within individual units. However, the functional
organization’s most important strength is also the source of its greatc02.
42 Chapter 2 Organizational Structure
est shortcoming. The success of a hotel as a business is measured by
its overall performance and not by the performance of any one department.
A hotel with spotless guest rooms will not be successful if
guests’ front desk experiences are not up to par. Even if guests’ dining
experiences are superb, the hotel will fall flat on its face if its rooms
are dismal. It is sometimes difficult for each department to fully appreciate
its role in the overall success of the organization. It is vital
that each department keep in mind the hotel-wide goals of customer
service and profitability rather than focus narrowly on its own concerns.
Some means must be found to coordinate the activities of functional
departments and to set hotel-wide strategies and goals. A hotel’s
functional organization demands strong leadership.
New initiatives in hotels often require cooperation and coordination
between functional departments. New ideas tend to be stillborn
if department heads lack a hotel-wide perspective or have difficulty coordinating
their activities. The tendency to concentrate on doing
things right often overshadows the organization’s ability to do the right
thing.8
The GM, as the chief executive of the hotel, emerges as the single
person capable of providing the overall organizational direction, decision
making, coordination, and arbitration needed to make a hotel’s
functional departments work together effectively. A hotel simply cannot
run itself from the depart


it is concerned with the ways in which people form social units to achieve organizational and personal goals (Fine 1995). Organizational theory is important for Ortegas and its principles of organizing and management. Organizational theory strengthens Ortegas’ principles of organizing and management. The theory is used by Ortegas as a basis for the management strategies they will use. Organizational theory gives Ortegas additional considerations on what stand they will take on various managing issues. Organizational theory is used to study Ortegas from multiple viewpoints, methods, and levels of analysis. The viewpoints, methods and levels of analysis can be internal or external ones. The organizational theory makes use of various techniques to fully grasp details about Ortegas and determine how it is managed and organized in accordance to its goals. Organizational theory uses varying techniques to know the strategies set by an Ortegas and how these strategies are used to manage and organize the firm. Organizational theory uses analytical tools to fully understand Ortegas and then determine the various strategies that it uses to manage or organize itself. Strategies are not only the ones used to learn more about Ortegas, in some instances other fields like culture, networks and business relationships are being studied to fully know the organizatio
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Re: Organisational Structure of Anadarko Petroleum Corporation
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James Cord
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jamescord
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Status: Offline
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Join Date: Mar 2016
Re: Organisational Structure of Anadarko Petroleum Corporation - April 2nd, 2016

Quote:
Originally Posted by netrashetty View Post
Anadarko Petroleum Corporation (NYSE: APC) is one of the world’s largest independent oil and gas exploration and production companies, with approximately 2.3 billion barrels of oil equivalent (BOE) of proved reserves and production of 206 million BOE as of December 31, 2008. Anadarko employs a worldwide workforce of about 4,000.[3] The company is headquartered in The Woodlands, SPD Montgomery County, Texas.[4]


5
CEO
James Hackett
3
Director
Paula Reynolds
3
Director
Peter Fluor
2
Director
Luke Corbett
3
Director
Paulett Eberhart
15
Director
John Butler
8
Director
John Gordon
Director
Preston Geren
2
Chairman Emeritus
Robert Allison
2
COO
R. Walker
4
Administrative & Legal
Robert Reeves
2
CFO
Robert Gwin
2
Exploration
Robert Daniels
2
Operations
Charles Meloy
Vice President
AR
4
Vice President
Donald Sinclair
CIO
MC
Development
KJ
Gulf of Mexico
DH
Human Resources
JS
Marketing & Minerals
DB
2
Midstream
Danny Rea
Services
RA
Legal & Secretary
DS
Government Relations
GP
Accounting
CD
Audit
LA
Finance & Treasurer
BB
Investor Relations & Communi...
JC
Exploration
DH
Exploration
SS
Gulf of Mexico Exploration
EL
International Exploration
FP
Operations
JK
Operations
DL
Operations
DM


Task certainty refers to the predictability of a task. Routine tasks
allow management to devise standard procedures for subordinates to
follow, minimizing questions about the job and widening the span of
control. On the other hand, close supervision is called for when tasks
are ambiguous and uncertainty is great. For example, the task of checking
a guest in or out of the hotel can be documented and standard
procedures can be created, so the front desk manager can have a relc02.
40 Chapter 2 Organizational Structure
atively wide span of control over the front desk agents. However, because
of the diversity of customers the sales manager encounters, the
tasks of a hotel sales manager are less certain. The director of sales is
responsible for coaching the sales managers, observing sales calls, and
ensuring deal closings; these tasks require a hands-on approach that
limits the number of employees the director of sales can handle, narrowing
the span of control.
If the supervisor-subordinate relationship requires frequent interaction,
the span of control must be narrow. If interaction is infrequent,
the span of control can be wide. For example, the hotel controller
must review regularly the status of collections and payments with staff.
(a)
(b)
Figure 2–3 Span of Control: (a) Wide Span of Control (flat organization); (b) Narrow Span of
Control (tall organization)
The Pros and Cons of Functional Organization Design 41
In contrast, the frequency of interaction between the chief engineer
and his or her subordinates is directed by written work orders in most
circumstances and thus requires less direct communication, enabling
a wider span of control.
If the supervisor must integrate and coordinate the tasks of subordinates,
the span of control narrows. For example, in the production
of a meal for one table of four guests with different appetizers,
salads, and entrées, the chef must have a narrow span of control to ensure
that each component of the meal is assembled correctly and delivered
to service personnel on a timely basis. The span of control of
the executive housekeeper can be much wider because the procedure
for cleaning and preparing each guest room is similar, if not exactly
the same, for every room.
Physical dispersion refers to the distribution of employees within
the lodging establishment. For example, if the executive housekeeper
has guest room attendants on 20 floors in two buildings and the front
desk manager has all front desk agents located in one place, the span
of control would narrow for the executive housekeeper and widen for
the front desk manager.
The ideal number of people that one person can supervise depends
on a variety of factors. Consistent with trends in organizational
structure such as teams, quality circles, and employee empowerment,
many hotel and lodging organizations are widening their span of control.
The objective behind these trends is to develop a flatter, more responsive
organizational structure in which employees can make decisions
without going through several levels of management.7
THE PROS AND CONS OF FUNCTIONAL ORGANIZATION DESIGN
The most important strength of a functional organizational design is
efficiency. The performance of common tasks allows for work specialization,
which increases overall productivity. Workers develop specialized
skills and knowledge more rapidly. Training is easier because of
the similarity of tasks and the resulting opportunities for inexperienced
workers to learn from experienced workers. This helps new employees
quickly learn the kinds of behavior that lead to success and promotion.
Coordination of activities within functional departments is easier
than in more broadly based organizations.
A functional organization fosters efficiency, teamwork, and coordination
of activities within individual units. However, the functional
organization’s most important strength is also the source of its greatc02.
42 Chapter 2 Organizational Structure
est shortcoming. The success of a hotel as a business is measured by
its overall performance and not by the performance of any one department.
A hotel with spotless guest rooms will not be successful if
guests’ front desk experiences are not up to par. Even if guests’ dining
experiences are superb, the hotel will fall flat on its face if its rooms
are dismal. It is sometimes difficult for each department to fully appreciate
its role in the overall success of the organization. It is vital
that each department keep in mind the hotel-wide goals of customer
service and profitability rather than focus narrowly on its own concerns.
Some means must be found to coordinate the activities of functional
departments and to set hotel-wide strategies and goals. A hotel’s
functional organization demands strong leadership.
New initiatives in hotels often require cooperation and coordination
between functional departments. New ideas tend to be stillborn
if department heads lack a hotel-wide perspective or have difficulty coordinating
their activities. The tendency to concentrate on doing
things right often overshadows the organization’s ability to do the right
thing.8
The GM, as the chief executive of the hotel, emerges as the single
person capable of providing the overall organizational direction, decision
making, coordination, and arbitration needed to make a hotel’s
functional departments work together effectively. A hotel simply cannot
run itself from the depart


it is concerned with the ways in which people form social units to achieve organizational and personal goals (Fine 1995). Organizational theory is important for Ortegas and its principles of organizing and management. Organizational theory strengthens Ortegas’ principles of organizing and management. The theory is used by Ortegas as a basis for the management strategies they will use. Organizational theory gives Ortegas additional considerations on what stand they will take on various managing issues. Organizational theory is used to study Ortegas from multiple viewpoints, methods, and levels of analysis. The viewpoints, methods and levels of analysis can be internal or external ones. The organizational theory makes use of various techniques to fully grasp details about Ortegas and determine how it is managed and organized in accordance to its goals. Organizational theory uses varying techniques to know the strategies set by an Ortegas and how these strategies are used to manage and organize the firm. Organizational theory uses analytical tools to fully understand Ortegas and then determine the various strategies that it uses to manage or organize itself. Strategies are not only the ones used to learn more about Ortegas, in some instances other fields like culture, networks and business relationships are being studied to fully know the organizatio
Hey dear,

I am also uploading a document which will give more detailed explanation on Organisational Chart of Anadarko Corporate.
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