Management and Planning of Haliburton

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THE MANAGEMENT PLANNING OF HALLIBURTON In the Foundations of Management; the planning process entails several factors. One must analyze the current situations, anticipate the future, determine objectives, and decide the activities that the company will engage in (McGraw – Hill, 2009). This paper takes a look at the Halliburton Oil Company, and its procedures of management planning. An analysis of Halliburton’s legal issues, ethics and effects on the planning process will be considered. Finally, the factors that influence Halliburton’s operational, tactical, strategic, and contingency planning will be covered. Ultimately, this paper attempts to cover the skeletal structure of beginning a company and all the planning and methodology that goes into making said company successful. The Halliburton Company was founded in 1919 by Erie P. Halliburton. The company began with a borrowed wagon, a team of mules and a pump, now Halliburton is one of the world’s largest distributers of gas and oil products (Halliburton). Halliburton has remained in the forefront in spite of many legal issues sparring from the Iraqi war because of it’s commitment to the planning process or what Halliburton likes to call sustainability. One of the ways that Halliburton has remained successful is by continuing to be one of the largest contributors to the countries in which it occupies. One of the factors in planning is deciding corporate and business strategy. Halliburton achieves this and many other factors by being the leader in supplier diversity, and remaining accountable to their employees, suppliers, clients, and governments in every country in which they operate. Halliburton anticipates the future by partnering with other industry leaders to create sustainable energy solutions. Those solutions include contributing to a cleaner environment, and the development of

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