netrashetty
Netra Shetty
Organisational Structure of Chevron : Chevron Corporation (NYSE: CVX Euronext: CHTEX) is an American multinational energy corporation. Headquartered in San Ramon, California, and active in more than 180 countries, it is engaged in every aspect of the oil, gas, and geothermal energy industries, including exploration and production; refining, marketing and transport; chemicals manufacturing and sales; and power generation. Chevron is one of the world's six "supermajor" oil companies. For the past five years, Chevron has been continuously ranked as the one of America's 5 largest corporations by Fortune 500[1].
11
CEO
John Watson
4
Director
Robert Denham
2
Director
Carl Ware
3
Director
Ronald Sugar
3
Director
Donald Rice
3
Director
Kevin Sharer
2
Director
Linnet Deily
Director
Charles Shoemate
4
Director
Samuel Nunn
Director
Chuck Hagel
4
Director
John Stumpf
Director
Robert Eaton
Director
Franklyn Jenifer
4
Director
Enrique Hernandez
5
Lead Director
Samuel Armacost
Secretary & Governance
LB
Chevron Global Gas
JG
2
Human Resources
Joe Laymon
2
Executive Vice President
Charles James
2
Downstream
Michael Wirth
Technology & Services
JB
APAC Exploration & Production
JB
Europe & ME Exploration & Pr...
GH
NA Exploration & Production
GL
ChevronTexaco, Information T...
LE
2
Upstream & Gas
George Kirkland
CFO
Patricia Yarrington
18
CTO
John McDonald
Legal
HP
Business Development
JP
Health, Environment & Safety
CT
Policy, Government & Public...
RZ
Strategic Planning
PS
Chevron Technology Venture
DK
Control
MF
Tax, Legal
TS
Treasurer
PB
Given the importance of time in the equation, the Owner-CEO of the company Imee Mosbey swiftly stepped on the gas pedal and instituted several teams to initiate the operations of the said department. There were a web development team and a logistics team that are geared towards the coordination of vital functions such as logistics and operations to the headquarters of Rubber Inc. The Owner-CEO intends to streamline the operations of the said business unit and consequently increasing its overall scope. To make these objectives a reality, she hired a new Chief Operation Officer. She instructed the COO to realize these programs by the end of the fiscal year.
Upon introducing the new COO to the teams involved in the operations, there is a palpable manifestation of an unenthusiastic response from them. It appears that the change in the existing hierarchy and the rank that the COO is holding shook the comfort zone of the teams in the organization. There is a continuing resistance from the employees to cooperate. However, the silver lining in this context is that the existing informal structures in the organization have manifested itself. Aside from the existence of the teams, there are still small cliques that create some sort of social groups. The COO then realized that the key towards cooperation is through some key individuals in these subgroups. This will be the main element that would satisfy both the time-requirement imposed by the Owner-CEO and the much needed cooperation of the members of the organization. The problem in this period is the manner in which the COO would go about the process.
11
CEO
John Watson
4
Director
Robert Denham
2
Director
Carl Ware
3
Director
Ronald Sugar
3
Director
Donald Rice
3
Director
Kevin Sharer
2
Director
Linnet Deily
Director
Charles Shoemate
4
Director
Samuel Nunn
Director
Chuck Hagel
4
Director
John Stumpf
Director
Robert Eaton
Director
Franklyn Jenifer
4
Director
Enrique Hernandez
5
Lead Director
Samuel Armacost
Secretary & Governance
LB
Chevron Global Gas
JG
2
Human Resources
Joe Laymon
2
Executive Vice President
Charles James
2
Downstream
Michael Wirth
Technology & Services
JB
APAC Exploration & Production
JB
Europe & ME Exploration & Pr...
GH
NA Exploration & Production
GL
ChevronTexaco, Information T...
LE
2
Upstream & Gas
George Kirkland
CFO
Patricia Yarrington
18
CTO
John McDonald
Legal
HP
Business Development
JP
Health, Environment & Safety
CT
Policy, Government & Public...
RZ
Strategic Planning
PS
Chevron Technology Venture
DK
Control
MF
Tax, Legal
TS
Treasurer
PB
Given the importance of time in the equation, the Owner-CEO of the company Imee Mosbey swiftly stepped on the gas pedal and instituted several teams to initiate the operations of the said department. There were a web development team and a logistics team that are geared towards the coordination of vital functions such as logistics and operations to the headquarters of Rubber Inc. The Owner-CEO intends to streamline the operations of the said business unit and consequently increasing its overall scope. To make these objectives a reality, she hired a new Chief Operation Officer. She instructed the COO to realize these programs by the end of the fiscal year.
Upon introducing the new COO to the teams involved in the operations, there is a palpable manifestation of an unenthusiastic response from them. It appears that the change in the existing hierarchy and the rank that the COO is holding shook the comfort zone of the teams in the organization. There is a continuing resistance from the employees to cooperate. However, the silver lining in this context is that the existing informal structures in the organization have manifested itself. Aside from the existence of the teams, there are still small cliques that create some sort of social groups. The COO then realized that the key towards cooperation is through some key individuals in these subgroups. This will be the main element that would satisfy both the time-requirement imposed by the Owner-CEO and the much needed cooperation of the members of the organization. The problem in this period is the manner in which the COO would go about the process.
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