Organizational Security Plan at Exxon Mobil Security - Term Paper Example

Running Head: Organizational Behavior and Management Design Organizational Security Plan At Exxon Mobil Security Abstract The concepts of organizational behavior and management are used in designing an organizational security plan at Exxon Mobil Security. The design is consistent with organizational behavior and management theory and practices and includes the following relevant aspects: organizational mission, vision, goals, philosophy, and code of ethics; organizational structure; staffing needs; the roles and responsibilities of personnel; and applicable discussion of leadership, processes, communication, and organizational behavior. Finally, the rationale and a preliminary budget for suggested recommendations would likewise be proffered. Organizational Security Plan: Exxon Mobil Security The successful implementation of organizational strategy at Exxon Mobil requires that executives shape to the peculiar needs of the strategy the formal structure of the organization, its informal relationships, and the processes of motivation and control which provide incentives and measure results. Management must try to bring about the commitment to organizational aims and policies of properly qualified individuals and groups to whom portions of the total task have been assigned. They must ensure not only that goal are clear and purposes are understood, but also that individuals are developing in terms of capacity and achievement and are reaping proper rewards in terms of compensation and personal satisfactions. Above all, management must do what they can to arrange that departmental interests, interdepartmental rivalries, and the machinery of measurement and evaluation do not deflect energy from organizational purpose into harmful or irrelevant activity. In this regard, the concepts of organizational behavior and management are used in designing an organizational security plan at Exxon Mobil Security. The design is consistent with organizational behavior and management theory and practices and includes the following relevant aspects: organizational mission, vision, goals, philosophy, and code of ethics; organizational structure; staffing needs; the roles and responsibilities of personnel; and applicable discussion of leadership, processes, communication, and organizational behavior. Finally, the rationale and a preliminary budget for suggested recommendations would likewise be proffered. Organizational Mission, Vision, Goals and Philosophy Exxon Mobil is one of the world’s renowned globally traded oil and gas corporation whose existence has spanned more than a century. The company has extensive scope of global operations “holding exploration and production acreage in 38 countries and conducting production operations in 23 countries around the world.” (Exxon, n.d., par. 4) Due to the responsibility and accountability of Exxon’s management to various stakeholders, it is pertinent that a clear and concise mission statement be explicitly stated. As indicated in Exxon’s official website, the organization’s mission statement is indicated as: “Exxon Mobil Corporation is committed to being the world's premier petroleum and petrochemical company. To that end, we must continuously achieve superior financial and operating results while simultaneously adhering to high ethical standards.” (Exxon, n.d., par. 1) In terms of security, Exxon Mobil’s safety mission is to create an incident-free workplace with zero work-related injuries and illnesses. (ExxonMobil, n.d., par. 1) Its official website divulged the organization’s reinforcement of the campaign Security is Everybody’s Business to emphasize the importance that security and safety measures place in the organization’s priorities. The Transportation Worker Identification Credential Program and Chemical Facility Anti-Terrorism Standards are among the contemporary security programs being implemented at Exxon Mobil. (ExxonMobil, n.d., par. 2) A letter from Rex W. Tillerson, Chairman and CEO, stipulated Exxon’s long term vision of continuously providing energy as a commitment to uplift the standards of living of people all over the world with the aim of providing a return to the organization’s shareholders. In addition, management’s philosophy is to take a longer term perspective in deciding on the appropriate strategies to sustain global success. These vision statements could be achieved with a design of strategies that would provide security measures for the safety and security of organizational resources (man, materials and money) at all levels in Exxon. Finally, the goal of Exxon is to recognize “responsibility to safely help meet the growing energy demand while working to reduce the impact on the environment. To that end, the goal is to take action — improve security and safety measures for energy efficiency, help consumers improve theirs, and seek new technologies that could be the game-changers that tomorrow’s vast global energy system will require.” (Exxon, n.d., par. 5) The estimated budget for designing the organizational mission, vision, goals and philosophy for Exxon’s organizational security plan is actually incorporated in the basic compensation for the security manager in coordination with the human resources manager. Code of Ethics Exxon gives primary importance to compliance with laws and regulations pertaining to operating the business. Management details an ethical policy which encompasses the recognition of organizational culture, fair transactions of company personnel with various stakeholders, accuracy in financial documentations and reporting, a system of management that gives due importance to honesty and integrity in bookkeeping, budget proposals and economic evaluation of projects, and in disclosure decisions. The company’s code of ethics is embodied in the Standards of Business Conduct which comprehensively stipulate the foundation policies and procedures in all facets of operations. These policies are regularly reviewed by the Board of Directors, officers, and employees and updated and applied accordingly. The open door communication policy encourages employees who have any inquiry relating to these policies to be forwarded to management accordingly. The policies to ensure the safety and security of all resources in the organization are embodied in the Standards of Business Conduct which would specifically itemize and indicate security measures in its coordination with various agencies and institutions in the regular course of business. The security programs must be consistent with global security standards that ensure addressing local threats and risks, previously identified in the assessment of risks and threat at Exxon. The policies in the security program are designed to be adjusted and adapted to changes in the environment. Contracts with private security personnel would stipulate, among others, pertinent provisions addressing human rights issues and training and development requirements, as deemed necessary. Organizational Structure Exxon’s organizational structure is created as a result of the grouping of functioning segments like departments, divisions, sections, and units that work into a harmonious relationship so that all the different processes within the system can operate efficiently and effectively. Exxon’s management is composed of the chairman and chief executive officer and four senior vice presidents with one also assuming the role and responsibility as treasurer. There are 11 board of directors; 10 of which were “independent as defined by New York Stock Exchange guidelines, and all directors stand for election at our Annual Meeting of Shareholders” (Exxon: Our board of directors, n.d., par. 1) Various corporate citizenship topics and issues are reviewed and resolved by diverse committees such as the Audit Committee, Board Affairs Committee, Compensation Committee, and Public Issues and Contributions Committee. The diverse workforce that comprise Exxon Mobil’s executive and staff positions total “nearly 80,000 employees, of which about 37 percent were located within the United States and 63 percent internationally.” (Exxon: Our diverse workforce, n.d., par. 1) Of this number, 3,600 are considered management and professional employees hired from different parts of the world. The security department at Exxon is headed by a security manager who is responsible for direct management of security tasks and responsibilities such as establishing and implementing various security standards, directing and monitoring security personnel with respective assignments (daily tours, monitoring of door access, ensuring efficient upkeep of monitoring CCTV cameras, checking alarm systems, among others), preparing and coordinating for annual security audit, maintaining and updating all security documentation. The manager should also ensure that his personnel have undergone regular training, have been regularly evaluated in terms of performance (for salary increases, promotions, advancement, or application of sanctions in cases of violations) and have been duly recognized for a job well done. Human Resources The personal, professional and career development of people is a prime concern of Exxon’s management as its human resources are the assets that contribute to its growth and development. The institutional variables such as the workplace, work design, relationships between and among individuals and organization groups, reward system, career system and continuing training affect tremendously worker productivity. Exxon’s strategy is “to increase the number of national employees over the life span of a project and to train them in technical and professional skills necessary for working on existing and future projects and operations.” (Exxon: Our diverse workforce, n.d., par. 3) This strategy extends to the recruitment, selection, training and development of security personnel. The long term goal of the strategy is to develop a pool of talented security personnel who are qualified and competent to meet global future security and safety needs and situations. First and foremost, human resources management identifies the roles and responsibilities of security and safety personnel at Exxon to ensure that recruitment, selection, placement and development strategies are appropriately undertaken. At Exxon, the role that security and safety assumes is of critical importance in safeguarding all the resources of the organization. Resources mean assets and human personnel, including all systems and processes contained therein. The scope of responsibilities in security and safety includes detection of any kind of intrusion and initiating appropriate actions to ward off and prevent harm or damage to the organization, and identifying, addressing, and raising safety and security problems and concerns. Under the helm of an efficient security manager, whose functions encompass planning, directing, organizing and controlling all security and safety personnel in the organization, the specific roles and responsibilities of these personnel mirror the general tasks of security and safety management. Security and safety personnel are enjoined to be vigilant in identifying, addressing and raising safety and security concerns to appropriate and authorized channels in the organization. Their ineptness in providing immediate action in detecting any kind of intrusion is of primary concern. Among their specific responsibilities are as follows: Provides interface between the organization, the Safety Officer (SO), and principal investigators (PIs) concerning security and safety review, emergency plans, and other activities; Maintains a registry of research projects and/or proposals involving security and safety of the organization; Reports incidents of problems of safety or non-compliance; Coordinates and assists the SO with safety and security monitoring programs; Meets as necessary and follows plans and procedures as discussed in meetings and activities; Informs unit heads and others of safety requirements and assists with maintaining compliance with organizational and governmental guidelines and regulations; Prepares reports regarding significant deficiencies, noncompliance, or other emergency issues to be forwarded to management for proper and immediate action; Reports any repairs immediately necessary for facilities used for security and safety of the organization such as: CCTV cameras, checking alarm systems, among others; Suggest areas of improving security and safety measures as deemed appropriate depending on experience with customers and personnel, processes and systems, in the organization; Adheres to other responsibilities as specified and assigned by the safety and security manager regarding the basis responsibilities concurrent with the organizations’ guidelines. In addition, the Department for Security and Safety has the following responsibilities: Plans and prepares response to emergencies such as fires, earthquakes, accidents and other emergencies. Conducts orientations, meetings, and seminars pertaining to safety, peace and order in the organization. Coordinates with the community, government agencies, non-government agencies (NGO's) and other organizations pertaining to security and safety. Pursuant to the abovementioned roles and responsibilities, security personnel are recruited, screened and placed in various security tasks depending on qualifications, competency, and experience. Exxon undertakes training and development as a function of management that registers, traces and insures individual progress through continued job proficiency, career growth and individual guidance. Competencies are upgraded and expertise is developed in this broadening phase of people management. With assistance from management, training prepares Exxon’s security personnel for any shift in work that may be undertaken within their organization or even outside. Generally, the training would make security officers aware and inculcate the code of ethics for protection officers, to wit: (1) respond to employer’s professional needs; (2) exhibit exemplary conduct; (3) protect confidential information; (4) maintain a safe and secure workplace; (5) dress to create professionalism; (6) enforce all lawful rules and regulations; (7) encourage liaison with public officers; (8) develop good rapport within the profession; (9) strive to attain professional competence; and (10) attain high standards of officer ethics. (IFPO, 2008, p. 4) Since security officers would generally be tasked with safeguarding the resources of the organization, the training would have specific emphasis on the following areas: relations with employees, clients and the public; physical security; safety; fire protection; access control of both persons and packages; employee theft prevention; investigation; developing and initiating emergency plans; traffic control; and crowd management, among others. Relations with employees need to be enhanced for smooth communication and interpersonal contact. The areas of observation skills and memory would be discussed and presented with the training topic. Any strange employee or client and public behavior should be noted and thereby, reporting skills would also be practiced. The area of fire protection is always a priority. In fact, fire drills are always scheduled and required in big organizations to ensure that employees are aware where and how they would act in case of fire. Therefore, protection officers are the prime sources who should be trained in this area since they are the persons to guide and ensure that each employee knows the appropriate action in the event of fire. Access of authorized persons and packages are also extremely critical in Exxon Mobil. Security management ensures that intrusion of unauthorized personnel is 100% prevented. Security personnel should be oriented in specifically identified locations in the organization which is strictly off-limits to employees and personnel. Therefore, proper measures, techniques and tactics must make the protection officers aware what constitute trespassing. As noted by Wilt (2003), “the protection officer should be familiar with state statutes and local ordinances concerning trespass to assure that he or she is acting within the law when dealing with a possible trespass. Generally, the protection officer will not have to arrest a trespasser unless the subject is suspected of or known to have committed other crimes on the property.” (p. 251) Emergency plans are eminently critical in ensuring that businesses create contingency plans for employees’ safety. The training course would assist security personnel in identifying if the organization have created and updated their emergency and contingency plans in disaster scenarios. Traffic control is another topic which would regularly be encountered by security officers. A travel route within the organization’s premises is of utmost importance to ensure a safe and efficient traffic control for the employees, visitors, and the general public. Through the training module, discussions and applications will provide a consideration of contingency planning and the role of customer information or security management that should assist visitors and the general public in answering inquiries regarding locations and travel routes. With close monitoring and re-routing plans, as required, a smooth travel and traffic control would be assured. The kinds of security training conducted by management for Exxon’s vast and diverse workforce are corporate and professional technical training, leadership development training, technology workshops, and on-the-job training, among others. The estimated budget for human resources functions – from recruitment to training – is vast considering that human resources are the most critical and relevant resource in the organization. As such, a budget of $50,000 would be allocated for this phase. Leadership Leadership seeks to bring people and groups from where they are to where they have not been. It enables people to go beyond the confines of mediocrity and tread into the realm of excellence. In the process, it induces people to define their desires and to pursue them with passion. Ultimately, leadership transforms potential into reality. At Exxon, security managers are concerned with the creation of an environment for performance. They integrate tasks, structure, technology, resources, and people into a productive configuration. Security managers at Exxon plan, organize, and control. In the end, they achieve goals through the efforts of their personnel. They have to influence the behavior of security personnel in order to get things done. Aside from the leadership development training, the performance of leaders at Exxon would be regularly monitored, reviewed, and evaluated through performance evaluation procedures to ensure that responsibilities are complied in conjunction with the achievement of organizational goals. At Exxon, leaders acknowledge that leadership has three key elements: the leader, the followers, and the situation. Together, these elements provide the context where leadership operates and determine leadership effectiveness. The development and training of leadership will need an estimated budget of $10,000 for effective and efficient implementation. Communication A very significant dimension in behavior dynamics is communication as it impacts on the self from outside stimuli and as it impacts on others from the individual. Communication is the lifeblood of any organization, as acknowledged by Exxon Mobil. Communicating ideas and information makes action and coordination possible. Likewise, communication plays a major role in modifying behavior, effecting changes, and achieving goals. The expanse and diversity of Exxon necessitate classifying communication according to variables. As more people are involved, the variables increase and control becomes harder. As previously identified, Exxon encourages an open door communication policy to immediately address pertinent issues especially in the area of security and safety. Employees are expected to report to one’s immediate supervisor any violations of policies and procedures defined in the Standards of Business Conduct. Management is responsible to investigate reported violations. As explicitly disseminated, “employees wishing to make complaints without identifying themselves may do so by telephoning 1-800-963-9966 or 1-972-444-1990, or by writing the Global Security Manager, Exxon Mobil Corporation, P. O. Box 142106, Irving, Texas 75014, U.S.A., or such other telephone numbers and addresses as the Corporation may designate and publish from time to time.” (Exxon, n.d., par. 7) There are critical resources that must be invested to ensure that communication at Exxon achieves identified goals. At Exxon, some equipment the company uses to store, transmit and receive business information include computers, mobile phones, radio equipment, fax machines, routers, printers and modems among many others. The company has networked its ICT (information and communication technology) systems via the internet, WAN (Wide Area Network) and LAN (Local Area Network). Due to the delicate nature of information available in the organization’s information system, Exxon must ensure all its vital data are transferred and kept secure - away from unauthorized access, modification, destruction, use, disruption and disclosure at any point of their lifecycles. The company uses access controls, power backups, the defense in depth strategy, encrypts data during transmission, antivirus, power and data back-up systems, firewalls, employs a highly competent human resource, passwords, and other computer security software. In a bid to further protect its data, the company also applies the principle of least privilege. The estimated preliminary budget for designing communication systems and processes for the organizational security plan is $250,000.00. Conclusion The essay was able to achieve its objective of designing an organizational security plan at Exxon Mobil Security. The design is consistent with organizational behavior and management theory and practices and includes the relevant aspects of organizational mission, vision, goals, philosophy, and code of ethics; organizational structure; staffing needs; the roles and responsibilities of personnel; and applicable discussion of leadership, and communication. Finally, the rationale and a preliminary budget for suggested recommendations were likewise presented. Exxon ‘ s security management has the basic responsibility of ensuring that safety and security needs of the personnel are being satisfied. This means their personnel should be free from physical and psychological harm, threat and deprivation. Aside from these, as systems and processes are also susceptible to other kinds of intrusion due to the onset of the internet, security management also has the task to monitor and immediately address these issues. In today’s world of advanced developments in technology, more sophisticated facilities and features on improving security and safety of personnel are available. Organizations have options to update their security measures by upgrading their security system to incorporate advances in technology. In cases like these, the role of security and safety personnel would definitely be affected. But the relevance of their responsibilities in any organization in remains indispensable. Due to the sensitivity and critical responsibilities accorded to security and safety personnel, high respect and merits should be accorded to them in being the safeguards of welfare. Every organization’s goal would be to ensure the effective and efficient conduct of their daily operations and activities while providing for its personnel's security, safety, and well-being as a high priority. References Exxon Mobil. (n.d.) A long-term vision. 17 February 2010. < http://www.exxonmobil.com/Corporate/community_ccr_ceo.aspx> ---------------. (n.d.) About us. Retrieved 17 February 2010. < http://www.exxonmobil.com/corporate/about_operations_sbc_principles.aspx> ---------------. (n.d.) Company Profile. Retrieved 17 February 2010. < http://www.exxonmobil.com/Corporate/about_who_profile.aspx> ---------------. (n.d.) Our board of directors. Retrieved 18 February 2010. < http://www.exxonmobil.com/Corporate/about_who_board.aspx> ---------------. (n.d.) Our diverse workforce. Retrieved 18 February 2010. < http://www.exxonmobil.com/Corporate/about_who_workforce.aspx> ExxonMobil. (n.d.). Workplace security. Retrieved 08 February 2010. < http://www.exxonmobil.com/Corporate/community_safety_security.aspx> International Foundation for Protection Officers (IFPO). (2008). About the Protection Officer Training Manual. Retrieved 09 February 2010 from Wilt, J.B. (2003). “Protection Officer Law (U.S.)”. Protection Officer Training Manual, Unit 10. Elsevier, Inc. Licensed to University of Phoenix, SEC420. Read More