netrashetty
Netra Shetty
Organisational Structure of Bechtel : Bechtel Corporation (Bechtel Group) is the largest engineering company in the United States, ranking as the 3rd-largest privately owned company in the U.S. With headquarters in the Financial District of San Francisco,[2] Bechtel had 49,000 employees as of 2010 working on projects in nearly 50 countries with $30.8 billion in revenue.
Bechtel participated in the building of Hoover Dam in the 1930s. It has also had involvement in several other high profile construction engineering projects, including the Channel Tunnel, numerous power projects, refineries, and nuclear power plants, BART, Jubail Industrial City, the largest Airport in the world by land area King Fahd International Airport in Dammam, and Kingdom Centre and Tower in Saudi Arabia, Hong Kong International Airport, the Big Dig, the rebuilding of the civil infrastructure of Iraq funded by the United States Agency for International Development (USAID), and the hauling and installing of more than 35,000 trailers and mobile homes for Hurricane Katrina victims in Mississippi.
The Bechtel family has owned Bechtel since incorporating the company in 1945. Bechtel's size, its political clout, and its penchant for privacy have made it a constant subject of scrutiny for journalists and politicians since the 1930s. Bechtel owns and operates power plants, oil refineries, water systems, and airports in several countries including the United States, Turkey, and the United Kingdom.
CEO
Riley Bechtel
Vice Chairman of the Board
Adrian Zaccaria
2
Director
David O'Reilly
Director
Alan Dachs
Director
Bob Joss
2
Director
Nick Moore
2
Director
Leigh Clifford
Director
Dan Warmenhoven
2
CFO
Peter Dawson
Construction
CS
2
Legal
Michael Bailey
Bechtel Enterprises
EG
8
Engineering & Human Resources
John MacDonald
Information Systems & Techno...
GR
COO & Oil, Gas & Chemicals
BD
14
Bechtel National
David Walker
4
Systems & Infrastructure
Scott Ogilvie
2
Civil
Mike Adams
Mining & Metals
AG
Power
JF
Control & Business Services
AS
Corporate Affairs
CW
Risk
LP
Sustainability
SK
Engineering & Technology
AA
Environment, Safety & Health
DG
Quality & Six Sigma
RA
Engineering
TP
Procurement & Contracts
DH
Project Controls
MF
Project
DM
Startup
TI
2
Downstream
Scott Johnson
LNG
JI
Pipeline & Offshore
SB
Asia Pacific
SK
7
EMEA
David Welch
2
Latin America
Jim Haynes
Aviation & Infrastructure
WK
Rail
TM
Communciations & Transmission
TS
Fossil Power
AC
Nuclear Power
CR
Renewable Power
IC
The evidence is clear and overwhelming. Centralized, hierarchical organizations work about as well as the old Soviet Union. Despite all the evidence, we keep smacking into many variations on the centralization themes. What makes things even worse is how senior managers in these dysfunctional organizations proclaim empowerment, participation, teams, leadership, trust, and the like. They often take partial measures while expecting total success. They liberate parts of their organizations while limiting other parts. They push hard with one foot on the accelerator while also pushing hard with their other one on the brake. Their words say, "you are empowered". Their actions say, "you are empowered as long as you get approval first."
These dysfunctional organizations end up trying to go in two opposing directions at once. We once halted an executive retreat and everybody went home after the group of seven division presidents and corporate staff vice presidents couldn't agree on whether their values were centralization or decentralization. Trying to do both at once was ripping the organization apart. The CEO never could decide which direction he wanted to commit to. He was eventually fired as frustrations and infighting rose while organization performance fell.
The economics of organization rests on two beliefs. One is that organizations are set up the way they are because it is more efficient to be that way than some other way (1999). The second belief is that organizational actors that matter are utility maximizers. Capturing a snapshot of organizational life is commonly achieved through the study of their organizational structure (1998). The prevailing view of organizational structure is embodied within the concept of policies, prescriptions of authority, and hierarchies of responsibility. Structural frameworks refer to the formal structuring properties of the organization. These structural properties embody the enduring configurations of roles and procedures for the performance of fundamental functions of the organization ( 2003).
On the other hand, organizational culture is a manner in which business members are unified by a common standard and goal. The principle of organizational culture states that a certain organization encounters various challenges which the members were able to overcome through established strategies and methods. Having proven that these strategies do work makes it valid for the organizational members to pass it down to others. Hence, organizational culture is commonly defined as the way things are conducted in the company. With its introduction, different theories have also been correlated to organizational culture (1997).
Organizational culture is considered as an essential component of business corporations as it has the ability to act like “glue” which binds organizational members together. This is one of the major reasons how organizational culture is capable of enhancing the performance of work teams within the organization. In addition, this ability of organizational culture motivates employees to perform and to commit themselves to the organization (2004). How and why organizational culture has the ability to bind the people within the organization can be made distinct based on four hypotheses
Bechtel participated in the building of Hoover Dam in the 1930s. It has also had involvement in several other high profile construction engineering projects, including the Channel Tunnel, numerous power projects, refineries, and nuclear power plants, BART, Jubail Industrial City, the largest Airport in the world by land area King Fahd International Airport in Dammam, and Kingdom Centre and Tower in Saudi Arabia, Hong Kong International Airport, the Big Dig, the rebuilding of the civil infrastructure of Iraq funded by the United States Agency for International Development (USAID), and the hauling and installing of more than 35,000 trailers and mobile homes for Hurricane Katrina victims in Mississippi.
The Bechtel family has owned Bechtel since incorporating the company in 1945. Bechtel's size, its political clout, and its penchant for privacy have made it a constant subject of scrutiny for journalists and politicians since the 1930s. Bechtel owns and operates power plants, oil refineries, water systems, and airports in several countries including the United States, Turkey, and the United Kingdom.
CEO
Riley Bechtel
Vice Chairman of the Board
Adrian Zaccaria
2
Director
David O'Reilly
Director
Alan Dachs
Director
Bob Joss
2
Director
Nick Moore
2
Director
Leigh Clifford
Director
Dan Warmenhoven
2
CFO
Peter Dawson
Construction
CS
2
Legal
Michael Bailey
Bechtel Enterprises
EG
8
Engineering & Human Resources
John MacDonald
Information Systems & Techno...
GR
COO & Oil, Gas & Chemicals
BD
14
Bechtel National
David Walker
4
Systems & Infrastructure
Scott Ogilvie
2
Civil
Mike Adams
Mining & Metals
AG
Power
JF
Control & Business Services
AS
Corporate Affairs
CW
Risk
LP
Sustainability
SK
Engineering & Technology
AA
Environment, Safety & Health
DG
Quality & Six Sigma
RA
Engineering
TP
Procurement & Contracts
DH
Project Controls
MF
Project
DM
Startup
TI
2
Downstream
Scott Johnson
LNG
JI
Pipeline & Offshore
SB
Asia Pacific
SK
7
EMEA
David Welch
2
Latin America
Jim Haynes
Aviation & Infrastructure
WK
Rail
TM
Communciations & Transmission
TS
Fossil Power
AC
Nuclear Power
CR
Renewable Power
IC
The evidence is clear and overwhelming. Centralized, hierarchical organizations work about as well as the old Soviet Union. Despite all the evidence, we keep smacking into many variations on the centralization themes. What makes things even worse is how senior managers in these dysfunctional organizations proclaim empowerment, participation, teams, leadership, trust, and the like. They often take partial measures while expecting total success. They liberate parts of their organizations while limiting other parts. They push hard with one foot on the accelerator while also pushing hard with their other one on the brake. Their words say, "you are empowered". Their actions say, "you are empowered as long as you get approval first."
These dysfunctional organizations end up trying to go in two opposing directions at once. We once halted an executive retreat and everybody went home after the group of seven division presidents and corporate staff vice presidents couldn't agree on whether their values were centralization or decentralization. Trying to do both at once was ripping the organization apart. The CEO never could decide which direction he wanted to commit to. He was eventually fired as frustrations and infighting rose while organization performance fell.
The economics of organization rests on two beliefs. One is that organizations are set up the way they are because it is more efficient to be that way than some other way (1999). The second belief is that organizational actors that matter are utility maximizers. Capturing a snapshot of organizational life is commonly achieved through the study of their organizational structure (1998). The prevailing view of organizational structure is embodied within the concept of policies, prescriptions of authority, and hierarchies of responsibility. Structural frameworks refer to the formal structuring properties of the organization. These structural properties embody the enduring configurations of roles and procedures for the performance of fundamental functions of the organization ( 2003).
On the other hand, organizational culture is a manner in which business members are unified by a common standard and goal. The principle of organizational culture states that a certain organization encounters various challenges which the members were able to overcome through established strategies and methods. Having proven that these strategies do work makes it valid for the organizational members to pass it down to others. Hence, organizational culture is commonly defined as the way things are conducted in the company. With its introduction, different theories have also been correlated to organizational culture (1997).
Organizational culture is considered as an essential component of business corporations as it has the ability to act like “glue” which binds organizational members together. This is one of the major reasons how organizational culture is capable of enhancing the performance of work teams within the organization. In addition, this ability of organizational culture motivates employees to perform and to commit themselves to the organization (2004). How and why organizational culture has the ability to bind the people within the organization can be made distinct based on four hypotheses
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