Input-Output Analysis for Organizational Human Resources Management - Assignment Example

Name Course Tutor Date Question 1 Shell upstream international will be a natural gas and petroleum products exploration company outside the United States. Its activities will be carried out in Europe, the Middle East, sub-Saharan Africa and Australia among other companies. The company will also be involved in other business apart from the petroleum and gas businesses. The executive leader of the company will be Malcolm Brinded. Activities of the company will take a geographical approach with each region having its stakeholders and business partners. The organization will comprise of a team of managers and personnel with different roles and reporting duties. The executive vice president (EVP) Exploration and Commercial will responsible for all exploration activities in the company, wind power and gas in the Americas region. Apart from this, the person will also oversee new business developments as planned by the company in the region. Exploration sites include Alaska and wind operations will be in South America. This person will also be the overall leader for exploration all over the world. This person reports regularly to Mr. Malcolm. Another executive who will be reporting directly to executive director is EVP Deep Water. The person will manage comprehensive businesses in the Gulf of Mexico Brazil and manage JVS in South America. The activities here will be coordinating well facilities, creating stakeholder capacity and engineering. The person is also expected to liaise closely with other commercial and exploration personnel. Reporting to the executive director as well is the EVP Onshore Gas. This individual will focus on gas related business and exploration in North America. The duties will include but not limited to stakeholder development and shareholder realties. Project engineering and exploration of wells will also be part of the duties. Additionally, working closely with the commercial function will also be entailed in the job. The EVP Heavy Oil, who will also be reporting to the executive director, will oversee mining and refining of products in the Athabasca Oil Sands. This person will also govern the Aera JV, Shale and Unconventional Oil. Business development strategies and building shareholder relations will also be in their portfolio. Small project groups wi9llalos be ran by this group and develop projects to be implemented fin the Upstream Americas. Other personnel who report directly to the executive include the heads in the safety and environmental departments (Voser 2). The executive director of shell upstream has several deputies under his supervisions. They have massive and huge responsibilities in their job descriptions as well. The scope of Shell Upstream is very wide as it covers several countries which are spread throughout the world. Apart from that, each EVP has a number of activities from exploration, engineering, commercial management among other duties. The director clearly has a wide span of control, given the large number of personnel under his watch. Furthermore, the proximity in these locations is wide apart and spread globally the industry is also sophisticated with many requirements n terms of infrastructure, engineering and business orientation. The span is further widened by the complexity in the industry as a result of environmental and safety concerns. This structure at Shell is clearly a functional rather than a divisional one. To take control of activities inn such a large scope by the EVPs requires skills and specialization in those areas. The EVPS are responsible for their various regions and how activities are carried out. They have control over other staff in the regions and they command accordingly The plan for upstream international is to divide the Asian region into three segments. These segments are New Zealand, India and East Asia Question2 Organizational structure OMT OMS OML OMMS OMT OMS OML OMMS OMT OMS OML OMMS 4TS 2SS 5LS 3MSS 4TS 2SS 5LS 3MSS 4TS 2SS 5LS 3MSS 200 100 250 175 80 75 150 60 200 100 250 175 EMPLOYEES From the above organizational structure, there are a total of 12 managers in the Asian region. The supervisory team has 12 technical supervisors, 6 supplies supervisors, 15 logistics supervisors, and 12 maintenance and safety supervisors. There are 1815 staff under the various supervisors. The span of control in Asia is widespread. Supervisors have the most number of employees under their controls Question 3 The main role of the HR and internal communication is to deal with staffing issues related to the organization. The human resource department is responsible for providing all other departments with appropriate personnel that will meet specific needs of the organization. When making staffing decisions, the organization should always be considered in terms of set standards, specific requirements, human resource policies and job descriptions. It is also the role of the human resource to ensure that employees are comfortable in their portfolios in maters relating to working environment and remuneration for their services (Randhawa 8). The HR Strategy & Internal Communications department is a busy one with many duties and responsibilities. One of the main duties that the department would have is to comprehensively conduct recruitment activities to ensue that the organization gets exactly what it needs in employees. Satisfied employees always give out the best in them in this view, employee welfare and satisfaction would also be among the main strategies. Proper remuneration based on qualifications and job performances. It is also the role of this department to communicate essential matters in a timely, efficient and effective manner. Effective communication ensures that the flow of work is smooth and time wastage is reduced. The other main function of this department is the appraisal and evaluation of personnel. Personnel evaluation and appraisal are crucial human resource activities to ensure that employees are always aware of their duties they carry them out effectively it is the role of this office to organize training and capacity building programs to increase the potential output per employee in the organizations (Correa and Craft 90). Job positions under HR Strategy & Internal Communications department Training and appraisal director The person under this docket would be responsible for evaluating and training employees every time need arises as per organizational requirements. Appraisal and training ensures that the organization is always up to date with new ways of conducting activities in a dynamic environment. It takes advantage of innovations and incorporates them in the work place. Some of the responsibilities in this department would be identifying employee gaps and adequately planning on training programs (Shilcock and Stutchfield 89). The person would also be required to liaise with other departments to evaluate specific and collective training needs. The job would also entail sourcing for trainers in different fields as required by the organization. Recruitment director The importance of this role is to ensure that adequate and qualified personnel are provided to meet the organizational needs. Competitive and conclusive recruitment strategies should be applied to ensure that only the best personnel are hired. It is the responsibility of this person to come up with recruitment plans for various job descriptions. Te job holder is also responsible for hiring and firing of employees based on various evaluation criteria. This job should also carry out consistent checks to ensure that all staffing requirements are met. Conflict/ dispute resolution In huge companies with many employees, interaction will some times lead to misunderstandings and conflicts. The role of this is to eliminate conflicts in the work place as efficiently as possible. Solving individual and collective problems are also falls under this job. The main duty in this department is conflict resolution. The department also handles complaints from employees regarding various matters related to the job Works cited Correa, Hector and James Craft. "Input–output analysis for organizational human resources management." Omega 27.1 (2009): 87-99. Randhawa, Gurpreet. Human Resource Management. New Delhi: Atlantic Publishers & Dist, 2007. Shilcock, Maggie and Georgina Stutchfield. "Chapter 10 - Human Resources – Training and Appraisals." Practice Management (2008): 87-102. Voser, Peter. Update on Structural Changes: EC-1 Organisation. Shell, 2009. Read More

 

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