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Haliburton

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Halliburton
Halliburton is one of the largest oilfield service companies in the world. Halliburton was found in 1919 and is one of world’s largest providers of products and services to the oil and gas industry (Halliburton, 2010). Haliburton employees over 500,000 people in almost 70 countries (Halliburton, 2010). The services offered by the company include the furnishing of production optimization, drilling, fluid services, drilling valuation and oilfield drilling software and counseling (Halliburton, 2010). The company has tested drilling procedures and practices as well as high-tech investigative and modeling software (Halliburton, 2010).
Evaluation of Planning Function of Management
Planning is one of the four functions of management, which includes organizing, leading and controlling. Planning is to identify where one wants to go a, why he or she chooses to go there, how he or she will get there and what is required to accomplish it. Planning is looking ahead and deciding what future courses of action can be accomplished. This is the beginning step for any company in its business operations.
Therefore, it is the same with Halliburton, one of the world’s largest companies. This company is as large that to be as successful as it is, one knows that its planning has to be effective. This company’s management knows that planning for such a large scale and so diversified that it must make sure its systems activity knows when, how and whom is going to carry out the jobs and duties. Halliburton must have a detailed plan for its future actions and is its strength for making all of their expansions. Haliburton has made many mergers and acquisitions over the years. One of the most recent acquisitions was on September 17, 2010; it acquired Boots and Coots, Inc, which created the industry’s premier intervention service and pressure control product service line (Halliburton, 2010). Halliburton acquired all the outstanding stock of Boots & Coots and the management was retained to lead the product service line (Halliburton, 2010). This acquisition is expected to be accretive in the first full year of operation (Halliburton, 2010). Then to further Halliburton’s planning effectiveness, they acquired on September 23, 2010, The Permedia Research Group (Halliburton, 2010). This group is one of the industry’s leading suppliers of petroleum systems modeling software and services (Halliburton, 2010). Permedia’s tools and expertise enable oil and gas companies to better assess exploration risk and manage the cost of developing deepwater, sub-salt and unconventional resources (Halliburton, 2010).
Halliburton the function of management is many different parts and is handled very well as it assists the company in many aspects in its business planning, project planning, strategic planning, advertising and promotion planning. The company has all aspects covered very well and continues to grow and develop new ideas and resources.
Influence of Legal Issues, Ethics, Corporate Social Responsibility
Every business operates with an external and internal system that makes an impact on its planning of management in the Halliburton Company. This company’s planning function is influenced by many different reasons related with its external and internal system. Its most dominate factors make an impact on its planning functions with legal issues, ethics and corporate socials responsibilities.
The planning process if definitely affected by legal issues and an example of this is a lawsuit that was filed against Halliburton. On October 26, 2004, Kellogg, Brown and Root (KBR) charged that Halliburton had refused to pay $20.4 million for food services and other work near the city of Tikrit provided in 2003 by the Kuwait Company for Process Plant Construction & Contracting and the Morris Corporation of Australian for several months after the invasion of Iraq (Phinney, D., 2004). This lawsuit was filed after a lawsuit was filed on October 15 of the same year on behalf of the Kuwaiti constructions company, LaNouvelle, which demanded more than $224 million for similar services the firm performed in Iraq and Kuwait as a subcontractor to KBR (Phinney, D., 2004). After two lawsuits others were filed, others would soon follow. This is just one legal issue that would make a significant impact on Halliburton’s planning and in the managing of the company. This issue would cause the company to take different measure to resolve this problem.
The planning process would be affected by ethics. Ethics can make an impact on the planning function of management. Halliburton has a large ethics policy and code of conduct that is worded to defend its employees and the corporation (Halliburton & KBR, 2010). The company has had its share of ethical problems such as in August of 2004, they paid $7.4 million in fines to the U.S. Securities and Exchange Commission because of allegations of irregular accounting (Halliburton & KBR, 2010). However, they admitted no wrong, but agreed it looked wrong, so they paid the fine (Halliburton & KBR, 2010). According to “Halliburton continues to dedicate itself to achieving quality, wholeness, leadership and overall customer satisfaction” (Ethics at Halliburton & KBR, para.)
The planning process would also be affected by corporate social responsibility. Halliburton is a company that has been reconigned for being a responsible company. The company has committed itself to improving its performance. Halliburton has a corporate HSE policy (healthy, safety and environment) and it is supervised by the Health, Safety, and Environmental Committee of the board of directors (Halliburton, 1999). The HSE manages the present and any health, safety or environmental issues that face the corporation and its employees (Halliburton, 1999).
Factors that Influence Strategic, Tactical, Operational and Contingency Planning
Many factors can influence the strategic, tactical, operational and contingency planning for Halliburton. They can include environmental regulations, political instability and rising prices, as Halliburton is known for operating in third world countries, like Iran, Iraq, and Nigeria (Halliburton, 2010). Halliburton has to be careful of doing business in countries where the government can change at any moment and with the new government, the company can take the loss of potential revenue (Halliburton, 2010). Being able to change quickly to meet the demand and supply of this global business must be prepared strategically. Halliburton has had the tactical timing to acquire acquisitions and keeping the costs low is always a tactical move for the corporation (Halliburton, 2010). Halliburton’s ability to be the leaders of the world, have good teamwork from its employees and to be able to culture its relations around the world is keeping its operation planning that they use today (Halliburton, 2010).
Conclusion
Halliburton is always planned for the contingencies that every day life in the world that can affect the corporation. This has always been a main concern for them. It is part of their makeup and their ability to continue to grow and improve (Halliburton, 2010).

References
Halliburton. (1999). Building the HSE Infrastructure. Retrieved October 15, 2010, from http://www.halliburton.com/public/about_us/pubsdata/hse/pdf/h01019_99.pdf (2010). Business Ethics. Retrieved October 15, 2010, from http://www.ethicsinbusiness.net/case-studies/halliburton-kbr/ (2010). Haliburton. Retrieved October 15, 2010, from http://www.halliburton.com/
Phinney, D. (2004). Halliburton Hit with Multiple Lawsuits. Retrieved October 15, 2010, from http://www.corpwatch.org/article.php?id=11613

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