Comparative Study of Haliburton and Ogdc Management Styles and Practices

Topics: Management, Business ethics, Corporate governance Pages: 27 (8566 words) Published: March 23, 2011
1) INTRODUCTION

This research comprises of a detailed study of two MNC’s
a. Halliburton
b. OGDC
In the first half of the research the emphasis is on Halliburton, USA and Halliburton, China. After discussing the environmental factors, ethics and social responsibility and cultural dimensions of Halliburton USA and China, their similarities have been discussed. Similarly in the second half of the research the emphasis is on OGDC, Western Africa and OGDC, Brazil. And then their similarities have been discussed. After studying both MNC’s, in the last part of the research there is a comparison of both the MNC’s and as per my understanding I have pointed out the similarities and differences in both MNC’s. All the assumptions are based on the culture of the home and host countries of the respective organization and on the fact that the culture of the home country is dominant culture of the organization in any host country. And that the employees of an organization make up its culture so their culture will also help in identifying the organizational culture and management practices of the Organization. I have not directly discussed the management practice and styles in both organization, I have discussed the environmental factors, ethics and social responsibility and cultural dimensions of the MNC’s which will reflect in their managerial practices.

2) DISCUSSION

1. HALLIBURTON

2.1. ABOUT HALLIBURTON
Founded in 1919, Halliburton is one of the world’s largest providers of products and services to the energy industry. Halliburton is a Multinational Corporation with more than 55,000 employees in approximately 70 countries; the company serves the upstream oil and gas industry throughout the lifecycle of the reservoir – from locating hydrocarbons and managing geological data, to drilling and formation evaluation, well construction and completion, and optimizing production through the life of the field. The company has its headquarters in the North Belt office in Houston, Texas, and in offices in Dubai, United Arab Emirates (opened March, 2007) where Chairman and CEO David J. Lesar works and resides, "to Focus [the] Company’s Eastern Hemisphere Growth."The company will remain incorporated in the United States. Halliburton's major business segment is the Energy Services Group (ESG). ESG provides technical products and services for petroleum and natural gas exploration and production. Halliburton's former subsidiary, KBR, is a major construction company of refineries, oil fields, pipelines, and chemical plants. Halliburton announced on April 5, 2007 that it had finally broken ties with KBR, which had been its contracting, engineering and construction unit as a part of the company for 44 years. 1.2. STRUCTURE OF BOARD

* Chairman of the Board and Chief Executive Officer
* Lead Director
* Director Independence
* Employee Directors

1.3. SIZE OF THE BOARD
The Board believes that, optimally, the Board should number between ten (10) and fourteen (14) members. The By-laws prescribe that the number of Directors will not be less than eight (8) nor more than twenty (20). 1.4. LOCATION

U.S. regional office locations are Anchorage, Alaska; Bakersfield, California; Denver, Colorado; Lafayette, Louisiana; Oklahoma City, Oklahoma; Farmington, New Mexico; Naples, Utah; and Odessa, Texas. Major international offices are in Canada, Mexico, Venezuela, Colombia, Argentina, Panama, Bolivia, Brazil, Ecuador, Algeria, Angola, Egypt, Gabon, Nigeria, Cameroon, Republic of Congo, Libya, Austria, Germany, Italy, Netherlands, Norway, United Kingdom, France, Spain, Australia, Russia, China, India, Thailand, Malaysia, Indonesia, Vietnam, Japan, Singapore, U.A.E., Oman, Yemen, and Saudi Arabia. Worldwide technology centers are in Duncan, Oklahoma; Carrollton, Texas; Houston, Texas; Stavanger, Norway; Pune, India; and Singapore. 1. HALIBURTON, USA (HOME COUNTRY)

2.1. MANAGEMENT STYLES...
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