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Organisational Structure of KBR

Organisational Structure of KBR

Discuss Organisational Structure of KBR within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; KBR, Inc. (formerly Kellogg Brown & Root) NYSE: KBR is an American engineering, construction and private military contracting company, formerly ...

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Organisational Structure of KBR
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Netra Shetty
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netrashetty
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Organisational Structure of KBR - February 4th, 2011

KBR, Inc. (formerly Kellogg Brown & Root) NYSE: KBR is an American engineering, construction and private military contracting company, formerly a subsidiary of Halliburton, headquartered in Houston. The company also has large offices in Arlington, Birmingham and Dallas. After Halliburton acquired Dresser Industries in 1998, Dresser's engineering subsidiary, The M. W. Kellogg Co., was merged with Halliburton's construction subsidiary, Brown & Root, to form Kellogg Brown & Root. KBR and its predecessors have won many contracts with the U.S. military, including during World War II, Vietnam War and the 2003 invasion of Iraq.
KBR is the largest non-union construction company in the United States.[1] The company's corporate offices are in the KBR Tower in Downtown Houston.[2][3]
The company received significant media attention in the late 2000s, after an employee, Jamie Leigh Jones, was allegedly gang-raped and held hostage by her co-workers, before evidence disappeared after it was handed to the company.

CEO

William Utt

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Frank Blount
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John Quinn
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John Rose
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When people think of organizational structure, what immediately comes to mind is the hierarchy of authority and reporting relationships portrayed in an organizational chart, and sometimes who is accountable? While this view of an organization is one part of structure, it is not the only aspect. Indeed, an organization is structured using many different structural elements. These elements are the basic building blocks of organizations they are the ways of both creating and expressing structure. Management uses them to erect the structure in turn they can be analyzed to determine the true structure of an organization as opposed to the structure professed by management.

Some elements of structure are static that is they reflect where on a continuum of choices. Which choice will the organization make? These elements involve such characteristics as size, hierarchy and centralizations. Looking at these characteristics of an organization, however, only shows the organization at one point in time. To provide descriptions that more closely match the fluid, changing entities that organizations are a number of researchers have focused on organizations as networks of relationships that develop over time. These studies reveal the dynamic elements of an organization's structure - structure as an expression of how people interact.

These two general views of organizational structure are derived from somewhat different premises, and they are not easily integrated with one another. One might think of them as roughly analogous to photographic slides and motion pictures, slides are useful from showing what a scene or person looks like at a single moment, and motion pictures show movement and change over time. That both views are useful is clear from the Westinghouse case that opened this chapter. Several static elements played key roles in the case, including size, hierarchy and formalization of key policies.
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