China National Offshore Oil Corporation: Organizational Analysis

The Organizing function of management is one of the four main functions of management. Organizing within a company is very important and affects several aspects of a company’s organizational resources. In this paper, I will attempt to explain how the organizing function of management relates to the following organizational resources at The Home Depot: Technology and Knowledge. I will also discuss whether or not The Home Depot has optimized these organizational resources for effectiveness as well as efficiency.

1.2 Identify the different departments in a company and why must they work together to achieve success.

It is important to know that organizations are vital with providing guidance and advice for an arrangement of objectives and methodologies of serviceable divisions. Moreover, these procedures could show the principle explanation of achievement or dissatisfaction of the organization.

The largest world supplier oil company is Saudi Aramco. It is the most profitable company on the earth. Since it is the most powerful oil company, it has a great impact on the world economy. As a result, a strong international relationship was built with the Kingdom of Saudi Arabia. In addition, the strong developing of international relationship with other industrial countries resulted in massive contributions to the politics, economy, and many different aspects. In 1933, Saudi government bestowed oil concession to California Arabian Standard Oil Company (Chevron). The main factor for this grant was to explore the oil in the eastern region of the Kingdom of Saudi Arabia. After discovering a huge amount of oil, part of the

* What organizational structure, management processes, and philosophy will foster superior performance from the company’s business units?

Set and analyze the policies and procedures to structure a management framework, which support efficient production. In order to create an effective organization, I arrange all personnel into functional groups, such as Finance, Purchasing, Marketing, Sales and Human Resources. Align each group’s performance goals with the company’s strategic objectives.

Each division is operating independently with its own division manager. Also, each division’s performance had been judged on its profit and return on investment (ROI). The company policy of decentralizing responsibility and authority for all

The problem is a difficult one. The natural gas rig is in a contested area, although, in order to establish a drilling rig, it takes months to move the rig into place, drill to the appropriate depth and then connect to the pipelines feeding into the shore-based pumping and distribution facilities. What this essentially means is that the Chinese PLA Navy had months to address this situation and chose not to do so, which has allowed the uninterrupted operation of the Vietnamese natural gas rig. The question then arises as to whether or not the location is actually contested, or whether the Chinese are attempting to claim a part of the Economic Enterprise Zone (EEZ) that belongs to Vietnam. The crux of the problem is whether or not to go to the assistance of the natural gas rig personnel and evacuate the Americans on board along with rescue efforts for the alleged sunken resupply vessel.

Modify the organizational structure to facilitate collaboration among the company's various regional and local offices and central office; and

There was a coordination and collaboration among all departments in the organization that resulted in faster accomplishment of tasks. Also, the goals of the organization were clear for the employees and they were always stressed by their managers.

Effective organizational structures define how job tasks are subdivided, grouped, coordinated, and managed. Six key components of organizational structures include division of labor, departmentalization, chain of command, span of control, centralization, and formalization (Remme, Jones, Van der Heijden, & De Bono, 2008, p. 79). Each element influence how employees interact with each other to reach organizational goals. Different structures are common in similar organizations among high performing organizations (Reimann, 1974, p. 707). The most appropriate structure will depend on the unique needs and culture of the organization.

a. Department Heads are to be aligned over a platform with allocation of KPI in their respective fields in the light of the strategic objectives.

A company will face a constant struggle to avoid the extremes of under-organizing and over-organizing. All service providers have a built-in tendency to get out of balance organizationally on one side or the other. In the under-organized company, its leaders struggle largely with efficiency: how to get things done. Due to inadequate

The most significant challenges China Resource Corporation faced prior to 6S were government intervention, over diversification, lack of strategy, lack of centralized reporting, and short-term focused managers. New policies in the economy during the late 70s under Deng ended CRC’s monopoly for China’s trade. The introduction of special economic zones (SEZs) and joint-venture partnerships reduced CRCs value position as the mediator, as it was no longer necessary for firms to work thru CRC to access the goods and benefits. CRCs broadening of interests and portfolio diversification grew rapidly due to the loss of its monopoly. The expansion of investments caused overinvestment and overcapacity which cut into returns and it became evident that the company’s assets and operations were poorly controlled and too diverse.

(b) Compare the current organizational structure of the organization with the most favourable structure outlined in (a) and identify any changes to improve its effectiveness for achieving the organization new objective.