From the time of its inception, it works in conventional oilfields from the North Sea to the Middle East in addition to more novel sites in Southeast Asia and Africa. The business has made numerous efforts in different directions for managing their position in the industry and divestment of its KBR military and engineering contracts division is part of its efforts. The Halliburton took KBR public in 2006 by extending a 20% stake in an IPO and afterwards divested the rest, cutting all connects with the company in 2007.
It rationalized its management along with number of other efforts of the organization. Because of all of these efforts, in 2006, the business was awarded with a multimillion-dollar contract by Saudi Aramco as component of the Khurais oilfield development project, the greatest in the region since the 1950s.
Traditionally planning becomes considered as one of the four main functions of management, along with organizing, controlling, and leading. Planning pertains to the identification of where one want to go, why he or she wants to go there, how he or she will arrive there, what he or she requires to arrive there and how he or she will experience if he...
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...tion’s processes, when it moves internationally. The organization’s planning is done according to the governmental rules and regulations of a particular country it is planning to extend and operate.
With the consideration of the entire above discussed factor, the organization can successfully enable its operations.
About Us. (2010). Retrieved from: http://www.halliburton.com/AboutUs/default.aspx?navid=907&pageid=2560
Ethics at Halliburton & KBR. (2010). Retrieved from: http://www.ethicsinbusiness.net/case-studies/halliburton-kbr/
Montana, P.J. & Charnov, B.H. (2000). Management (3rd Ed.). Barron's Educational Series.
Sadler, P., Ryall, M.J. & Craig, J.C. (2003). Strategic Management (2nd Ed.). Kogan Page Publishers.
Phinney, D. (2004). Halliburton Hit with Multiple Lawsuits. Retrieved from: http://www.corpwatch.org/article.php?id=11613
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