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Organisational Structure of BJ Services Company

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Netra Shetty
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Organisational Structure of BJ Services Company - February 2nd, 2011

BJ Services Company was a oil and gas equipment and services company that is now a subsidiary of Baker Hughes.

It was founded in 1872 as the Byron Jackson Company by inventor Byron Jackson and at its peak operated in more than 50 countries worldwide.

BJ Services Company is a leading worldwide provider of pressure pumping and oilfield services for the petroleum industry. Pressure pumping services consist of cementing and stimulation services used in the completion of new oil and natural gas wells and in remedial work on existing wells, both onshore and offshore. Oilfield services include completion tools, completion fluids, casing and tubular services, production chemical services, and precommissioning, maintenance and turnaround services in the pipeline and process business, including pipeline inspection.

On August 31, 2009, the company was bought by Baker Hughes in a $5.5 billion stock and cash deal. Greenhill & Co. advised on the transaction.[


4
President
John O'Donnell
Tubular Services
KW
Legal
LW
Canadian Operations
BA
Chemical Services & U.S. Pre...
FT
Completion Fluids
CO
Control
TM
Process & Pipeline Services
CM
2
Technology & Logistics
Lindsay Link
International Chemical Servi...
RP
Eastern Hemisphere Pressure ...
JH
Assets
RH

Functionally managed organizations typically reduce service/quality levels while increasing cycle times and costs by; 1) fostering an "us-versus-them" approach to communications and fighting for organizational resources, 2) leaving unmanaged gaps between departments which disrupt cross-functional work processes, 3) making improvements or changes in one department which hurts the effectiveness of other departments in the process, and, 4) losing sight of customer-supplier relationships and meeting everyone's needs.

Since the 1950s, Toyota has worked tirelessly to reduce the walls and gaps between department. By the 1970s, their manufacturing methods became widely known throughout Japan as the "Toyota Production Methods". In the early 1980s, their highly successful practices migrated to North America as Just-In-Time manufacturing. Stressing the importance of managing across organizational boundaries, a Toyota executive said, "It is not enough to manage the affairs within your own division. One of the most important functions of a division manager is to improve coordination between his own division and other divisions. It you cannot handle this task, please go work for an American company".

* Management-Centered -- management's needs, goals, and perspectives are the starting point for all activities. Managers and their staff professionals are the brains and employees are the hands. Employees serve their managerial masters and do as they are told. Broad business perspectives and strategies, operational performance data, problem solving and decision making authority, and cross-functional skills are kept by management.

But the world is now moving too fast to maintain this archaic "command and control" approach that puts management at the center of the universe. Managers can no longer know enough, fast enough, about enough things, enough of the time to anticipate enough of the changes that are needed to improve the organization enough to become better and faster and cheaper and newer enough.
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James Cord
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Re: Organisational Structure of BJ Services Company - April 2nd, 2016

Quote:
Originally Posted by netrashetty View Post
BJ Services Company was a oil and gas equipment and services company that is now a subsidiary of Baker Hughes.

It was founded in 1872 as the Byron Jackson Company by inventor Byron Jackson and at its peak operated in more than 50 countries worldwide.

BJ Services Company is a leading worldwide provider of pressure pumping and oilfield services for the petroleum industry. Pressure pumping services consist of cementing and stimulation services used in the completion of new oil and natural gas wells and in remedial work on existing wells, both onshore and offshore. Oilfield services include completion tools, completion fluids, casing and tubular services, production chemical services, and precommissioning, maintenance and turnaround services in the pipeline and process business, including pipeline inspection.

On August 31, 2009, the company was bought by Baker Hughes in a $5.5 billion stock and cash deal. Greenhill & Co. advised on the transaction.[


4
President
John O'Donnell
Tubular Services
KW
Legal
LW
Canadian Operations
BA
Chemical Services & U.S. Pre...
FT
Completion Fluids
CO
Control
TM
Process & Pipeline Services
CM
2
Technology & Logistics
Lindsay Link
International Chemical Servi...
RP
Eastern Hemisphere Pressure ...
JH
Assets
RH

Functionally managed organizations typically reduce service/quality levels while increasing cycle times and costs by; 1) fostering an "us-versus-them" approach to communications and fighting for organizational resources, 2) leaving unmanaged gaps between departments which disrupt cross-functional work processes, 3) making improvements or changes in one department which hurts the effectiveness of other departments in the process, and, 4) losing sight of customer-supplier relationships and meeting everyone's needs.

Since the 1950s, Toyota has worked tirelessly to reduce the walls and gaps between department. By the 1970s, their manufacturing methods became widely known throughout Japan as the "Toyota Production Methods". In the early 1980s, their highly successful practices migrated to North America as Just-In-Time manufacturing. Stressing the importance of managing across organizational boundaries, a Toyota executive said, "It is not enough to manage the affairs within your own division. One of the most important functions of a division manager is to improve coordination between his own division and other divisions. It you cannot handle this task, please go work for an American company".

* Management-Centered -- management's needs, goals, and perspectives are the starting point for all activities. Managers and their staff professionals are the brains and employees are the hands. Employees serve their managerial masters and do as they are told. Broad business perspectives and strategies, operational performance data, problem solving and decision making authority, and cross-functional skills are kept by management.

But the world is now moving too fast to maintain this archaic "command and control" approach that puts management at the center of the universe. Managers can no longer know enough, fast enough, about enough things, enough of the time to anticipate enough of the changes that are needed to improve the organization enough to become better and faster and cheaper and newer enough.
Hey buddy,

Please check attachment for Organisational Chart of BJ Services CO LLC, so please download and check it.
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