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Halliburton Chronicles

The Halliburton Chronicles
For almost a century, Halliburton also known as Big Red has made an indelible impression on the world. Founded in 1921 as the first oil rigging and cement pouring company also responsible for developing cutting edge technologies, oil production and equipment, constructing monumental infrastructure products and managing logistics for military operations. Halliburton has two major operating groups: the Energy Services Group (ESG) with 35,000 employees and Kellogg-Brown-Root (KBR) with 65,000 employees. Halliburton has been the leader in energy services and engineering and construction industries. Halliburton is one of the largest corporations in the United States, with a workforce of 100,000 people in over 120 countries. Halliburton has also been a major contributor to the war in Iraq and has had considerable legal, ethical, and moral issues on a global scale with government and citizens in the countries of operation.   This global corporation with tentacles spanning around the world affects anyone who uses any form of petroleum or has anything to do with American military.
The objective of this article is to describe the planning of functional management, legal issues, ethics and corporate social responsibility of the Halliburton Company. Planning is a crucial function of management that enables an organization to achieve its maximum potential. It is also the primary management function, which formalizes an organization's goals. Halliburton's unique approach to management is a system that leaves no stone unturned. Halliburton uses a system known as Knowledge Based Management or (KM). The basic elements of this management system include, making sure all levels of management are well informed and supported from the start, stay in touch with issues that are most important, and to make sure no one overlooks the real value of the objective or goal.
Michael   Behounek is the director of KM at Halliburton. A graduate of Pepperdine University and...