Co-Operate Structure of Upstream International as the Most Well Structured International Company - Case Study Example

Surname: Presented to Institution Name, Location Date НR РLАNNING АND RЕСRUITMЕNT Introduction The upstream international was designed to be headed by an executive director; the head office was given to Malcolm Brinded. Upstream business conducts the searches for and the recovery of natural gas and crude oil outside America as this had been announced initially (Peck 619-950). The business was organized into geographical sections; the organization was mandated to continuously uphold the importance of the stakeholders in the business. The company was also to liquefy and transport the natural gas; it also operates the infrastructure that is used for the transportation of both oil and the natural gas. The upstream business also extracted bitumen (Peck 619-950). The upstream business was organized or put into two main groups these include ‘the upstream America’ this covered the entire Americas. The other is the upstream international, this unit covered the rest of the world but majorly based in Europe, Asia, the Middle East, Russia, Australia, and Africa (Chazan and Feher 67-98.). According to the structure there were those who reported directly to Malcolm Brinded who was the executive director to the business. These groups included the EVLP exploration; this was set up to be a direct line accountable for all international operations concerning exploration (Chazan and Feher 67-98.). They mainly based in countries that lead in exploration which include Algeria, Ukraine and Saudi Arabia. The EVP commercial is another department that gets direct reports to the executive director; they are mainly accountable for overseeing the new business developments that are developed. These include the LNG customer relation, the upstream commercial functions and for the portfolio analysis that include the hydrocarbon maturation oversight (Peck 619-950). They take a very active role in the in the major business negotiations. The EVP will act also as the international upstream commercial functional head (Stecklow, Swartz and Coker 56-90). The EVP Europe is also part of the structure; they are given a mandate to give directives to integrated business units, these units include the existing EP and the GP on the European operations. Just as it had been announced initially the shell energy Europe will now move to downstream trading. This particular unit will include development capacity, wells, productions and other minor projects management (Peck 619-950). They also have a responsibility on the managing of the stakeholders. EVP sub-Saharan is also another management structural unit that will manage an integrated business unit that includes GP operations in Africa and the existing EP. They have mandate on the projects that include capacity development, minor projects, and the stakeholders’ management (Chazan and Feher 67-98.). The EVP running the Middle East and the Northern America is also part of the structural plan. The unit of structure was formulated to govern a portfolio of a good number of ventures and any other business that shell runs in the future (Stecklow, Swartz and Coker 56-90). They will draw a combination of all the existing EP, JV and GP’s including those in Qatar. The unit main focus is in joint ventures governance, the value delivery and finally long-term stakeholders. EVP Russia and Caspian also report directly to the director. They are mandated to manage a portfolio of joint ventures; these include the EP and the GP operations in the region. They are mainly dealing with venture governance and value delivery. They also manage the Kashagan project, and the long- term stakeholder relationship in the region (Peck 619-950). The EVP Qatar are mandated to give directions to the existing GP and EP operations in Qatar which include pearl Gtl and QG4 LNG JV, they focus mainly on proper deliver mainly on the ongoing projects, management of assets and the long-term stakeholders relationships. The EVP Asia also manages an integrated unit of business including the existing EP and GP on the Asian regions. They are also working in India and NZ but they but they excluded Australia (Stecklow, Swartz and Coker 56-90). EVP Australia has a mandate to manage a unit of integrated business that includes the EP and GP that are already in place. They are focused on JV governance, the resource development portfolio and long-term relationship with the stakeholders. The head of safety, the environment and the SD for upstream international is also the Group Head of the sustainable development (Chazan and Feher 67-98.). Organizational structure of Asia UPSTREAM INTERNATIONAL ASIA INDIA NEW ZEALAND EAST ASIA SOH SOH SOH [OMT] [OMS] [OML] [OMMS] [OMT] [OMS] [OML] [OMMS] [OML] [OMS] [OML] [OMMS] 4[TS] 2[SS] 5[LS] 3[MSS] 4[TS] 2[SS] 5[LS] 3[MSS] 4[TS] 2[SS] 5[LS] 3[MSS] [200] [100] [250] [75] [80] [75] [150] [60] [200] [100] [250] [75] [NUMBER OF STAFF REPORTING TO THE SUPERVISORS] The numbers of managerial positions in India are sixteen while the supervisory positions are 12(Anonymous 8-78). The other staff working in the organization is one thousand five hundred and twenty five. In total the number of employees that upstream international hire in Asia is, one thousand five hundred and fifty three (Stecklow, Swartz and Coker 56-90). Companies that are successful always have a history of attaching great significance to human resource management and internal communication (Anonymous 8-78). This is due to the fact that they are aware of the values attached to the activities of the department and the strategic advantage that is brought by the department. It is of high importance that any company that is going concern should live the internal marketing philosophy if they expect to offer high quality products and services. The main function of human resource management has changed from time to time (Stecklow, Swartz and Coker 56-90). The intense competition that is experienced in business has made many of business organization to think about how to get new and batter sources of wealth and advantage on competition (Buffington 33-35). The functions of this particular office are to acquire, train, appraise, and compensate employees. It has to attend to the labor relations, health and safety without leaving out the fairness concerns of employees. The employees are the most values assets in any strategic and coherent approach in management of any organization. The people who work in the company individually and with a lot of commitment contribute to the achievement of the companies goals (Chazan and Feher 67-98.). The overall objective of human resource management is to make the company succeed managing the employees well. They provide a number of services that boost the achievement of the company’s achievement as part of running the organization. They enable the company to obtain and retain the best employees (Stecklow, Swartz and Coker 56-90). They also help in the development of inherent capacities of the employees and contribute to the boosting the achievement of the objectives of the company by providing training and continuous opportunities of development. Some of the job positions under human resource strategy and internal communications include; internal communication supervisor, training and development supervisor and employee’s affairs supervisor (Buffington 33-35). The work of the internal communication supervisor is to coordinate the transfer of information within the department making sure that communication is efficiently achieved. He is to supervise the secretaries and other communication sector workers (Stecklow, Swartz and Coker 56-90). The training and development supervisor is meant to supervise the trainings given to the employees he/she has to determine the kind of trainings that the employees get. The employee affairs manager has his work at supervising and communicating the issues that are presented by employees (Chazan and Feher 67-98.). Conclusion The co-operate structure of upstream international is one of the most well structured international company. The structure of any organization will reflect the performance of the company. A well structured organization provides high level of convenience in management. At allows good transparency that give the customers and employees confidence in the company. Winning the confidence of both the employees and the customers is a great step towards achievement of the companies’ objectives. References Anonymous. “HR shoulders responsibility for internal communications.” People Management,8(16) (2002): 8-78. Buffington, J. “Can Human Resources and Internal Communications Peacefully Coexist?,.” Internal Communications, 10(4) (2004): 33-35. Chazan, Guy and Margit Feher. “"Hungarian Oil Firm Wary of Russian Rival's Stake".” Wall Street Journal (2009): 67-98. Peck, Merton J. & Scherer, Frederic M. “The Weapons Acquisition Process: An Economic Analysis .” Harvard Business School (2008): 619-950. Sims, G. Thomas. “ "Shell Settles With Europe on Overstated Oil Reserves.” New York Times. ( 2009): 567-786. Stecklow, Steve, Spencer Swartz and Margaret Coker. “. "Oil Trade With Iran Thrives, Discreetly".” The Wall Street Journal (2010): 56-90. Read More