Challenges Facing The Internationalization Of Chevron Management Essay

Challenges Facing The Internationalization Of Chevron Management Essay Chevron falls among the worlds top leading energy companies. Its headquarters are in San Ramon, California, and it boasts of numerous branches and divisions in many countries worldwide. Its core business is oil and gas, and the drilling and harvesting of the same from oil reservoirs all over the world. Chevron can trace its origins back to 1879, when oil was discovered at Pico Canyon, California. Because of that discovery, the Pacific Coast Oil Company was formed, and it later became Standard Oil Company of California. With the 1984 merged with Gulf Oil Corporation, Standard Oil Company then became Chevron, as it is known today. The merger with Gulf Oil corp. almost doubled Chevrons reserves of oil and gas, and went a long way in the making Chevron the energy giant it is today (Biographiq Business Profile 2008, p.4). However, Chevron was not done yet, and continued to expand its territory through further mergers. In 2001, Chevron merged with The Texas Fuel Company, which was also known as Texaco, of Beaumont, Texas. In 2005, it also acquired the Unocal Corporation, and affirmed its position as a leader in the energy industry. Their natural gas and crude oil reserves had greatly increased all over the world through these acquisitions (Qontro 2008, p.12). In the light of such success in the oil industry, Chevron expanded its influence into other industries like coal, petrochemicals, technology, and power generation. Chevron Mining Inc., a subsidiary company of Chevron, operates three coalmines in Berry, Alabama, McKinley, New Mexico and Wyoming and a mineral mine in Questa, New Mexico in the United States. Chevron Mining Inc. is headquartered in Englewood, Colorado and supplies molybdenum and coal to customers all over the world. In the industry of petrochemicals, Chevron combined with Phillips Petroleum Company, now ConocoPhillips, to form Chevron Phillips Chemical Company LLC (CPChem, p. 2). CPChem is a leading producer of products like Olefins and Polyolefins, Aromatics, Alpha olefins, and Styrenics. CPChem has 35 manufacturing plants in the United States, Colombia, Brazil, China, Singapore, Saudi Arabia, Qatar, South Korea, and Belgium and employs over 4500 employees. In the power generation industry, Chevron currently has 13 power-generation facilities in the United States and in Asia that make the use of geothermal, wing and natural gas to produce electricity. The wind-powered facility is only one, and it is located in Casper, Wyoming. It began operations in 2009. In Asia, Chevron facilities are mainly geothermal; two of these are in Indonesia, at the Darajat and Salak fields in West Java. It also has facilities in the Philippines, where it manages steam fields that supply geothermal energy to the Mak-Ban and Tiwi power facilities. Chevron, in light of the evolving global energy industry, also invested in research and technology. It was seeking cleaner solutions, and more affordable and more reliable energy than the solutions the energy industry had to offer. In seeking these solutions, Chevron specialized in bio-fuels and emerging energy applications, and formed the Energy Technology Company, Information Technology Company, and Chevron Technology Ventures to assist it to accomplish its goals. Presently, overall, Chevrons network stretches over 28 countries in six continents in the world. These nations are Angola, Argentina, Azerbaijan, Australia, Bangladesh, Belgium, Brazil, Canada, Chad, China, Colombia, Kazakhstan, Indonesia, Kuwait, Netherlands, New Zealand, Nigeria, Philippines, Russia, Saudi Arabia, Singapore, South Africa, South Korea, Thailand, Cambodia, Trinidad Tobago, United Kingdom, United States, and Venezuela. Internationalization Strategies Chevron has had to use various strategies to enter into international markets that it has considered lucrative. In some nations, it has used the principle of Foreign Direct Investment (FDI) to gain favor with prospective nations whose markets it has wanted to explore, or whose resources it has desired to harvest. Angola is one example of a nation in which Chevron penetrated and established roots. Presently, Chevron stands as one of the largest producers of oil in Angola. Chevron discovered considerable reserves of oil and natural gas, thus, in order to be accepted by the Angolans, it committed itself to working closely with the local communities to empower and equip the people with skills and knowledge that they could use to create lasting social development and economic growth. This was shown in the introduction of the Angola Partnership Initiative, which was initiated in 2002. The goal and purpose of this initiative was to help build capacity of government development agencies and nongovernmental organizations, and to assist in alleviate poverty through the development of small and medium sized enterprises. Chevron invested an initial amount of $25 million in this project, and multilateral and national development programs later matched that by $31 million. In healthcare, Chevron committed funds towards the reduction of mortality, especially in women and children. In 2009, combined with several partners, it gave to the Cabinda Tuberculosis Program drugs worth $185,000 as well as consumables and x-ray equipment. According to statistics, the program treated 110 patients, and 73 of these were cured. Between 2008 and 2011, Chevron also boosted the governments efforts in combating malaria by giving $5 million, towards this purpose, to the Global Fund. As at 2009, more than two million individuals and over 70 institutions had benefitted from programs funded by Chevron. These institutions included schools and hospitals. This kind of community development was done not just in Angola, but also in other countries into which Chevrons invested, and it has created good name for Chevron. Unfortunately, other countries were also exploited by Chevron, so that good name did not stick. Joint Ventures Chevron has made several joint ventures with several companies both locally and worldwide that have enabled it to tap into markets that it would not have been able to tap into alone. It involves the joining of assets between two or more companies for a specific goal or task (Vonortas, 1997). The joint ventures that Chevron got into came with several advantages, namely: 1) They enabled it to expand its market coverage. For example, when Chevron merged with Phillips Chemical Company LLC to form CPChem, it gained access to the international market stretch of Phillips Chemical Company. The Phillips Company had establishments and investments in nine countries worldwide. Chevron products were now sold alongside the products of Phillips Chemical Company in those countries. 2) Access to new technologies: In the joint ventures, Chevron and the companies involved came together and combined their technological knowhow and research to come up with a superior product. Both Chevron and the other company owned this product. The objective of this was to make products that were more appealing to customers, as opposed to their own individual products. In the end, both companies got a product that was better received by the public, thus, it increased profits. Chevron and the companies also all benefitted from learning new technology from each other that they did not have before. 3) Reduced costs of production: in the joint ventures, the companies shared the cost of manufacturing, distribution, transport, technology and all other required production components, which ended up being of great benefit to the companies. 4) Spread of risk: the risk of the failure of the project was shared equally by all the companies in the merger. 5) Increased quality of product: the products that came because of the joint ventures were of greater quality. The shared cost of production allowed the companies to spend more on perfecting the products, thus, the quality of the joint venture product was superior. An example of a joint venture that Chevron undertook was the joint venture company called Catchlight Energy LLC- formed by Chevron and Weyerhaeuser Company in 2008; it also formed joint ventures with Star Petroleum Refining Company of Thailand, Petrobas and Venezuelas PDVSA Company, TPAO for Black sea exploration, and many more (Vonortas, 1997). Franchising This is mode of internationalization has been most used by Chevron and all other oil producing and supplying companies. According to Franchisehelp Inc. (1998, p.11), petrol stations have been set up under Chevrons name in uncountable countries all over the world. Having a globally recognized and respected name, chevron franchises have been greatly sort after. This number of franchises has continued to grow steadily, and will continue to grow, as Chevron continues to conquer new global territories. Challenges facing the internationalization of Chevron Chevron, as well as many other oil producers, has had challenges in the area of acquisition of rights to drill for oil in international countries. There are several areas around the world where oil has been discovered, and Chevron has tried to come in and seal the deal for these reservoirs, but has not managed to do so. This is because the host countries have not been willing to give up their oil, even though have not been in a position to harvest it. It has not been easy for countries to give up their oil, which has been considered a national treasure. Chevron has had to give extremely generous compensation packages for the opportunity to drill in these countries. Again, in the countries that Chevron has been given the go ahead to harvest oil, great tension has remained over agreements, mainly due to the large amounts of money that have been involved in getting the rights to drills. Environmental challenges Another challenge that has hindered Chevrons progress in internationalization is the way their operations have affected the environment. A specific case of this was in Ecuador, in the Northern Amazon. In 1964, Texaco, which is currently under Chevron, came to the area and began prospecting for oil. It was the first company to come to the area and discover large quantities of oil that could be harvested commercially. Texaco, working in a joint venture with Petroecuador, commenced operations in the area. According to a 1993 report called Crudo Amazà ³nico, by an environmental lawyer by the name of Judith Kimerling (1993, p.90), Texaco had dumped more than 19 billion gallons of toxic waste in the area between 1972 and 1992. It was also responsible for the spilling of a further 16.8 million gallons of crude oil into the forest from the main pipe. This dumping and spilling of oil was said to have contaminated the soil and seeped into the ground water reservoirs, and subsequently, it affe cted the health of the people of that region greatly. Statistics shown that cancer rates went up. Another study by the International Journal of Occupational and Environmental Health attributed a high abortion rate in the people living in near the contaminated streams to the spillage. This has served to discourage many countries from allowing Chevron to operate in them (Rubovits 1991, p.30). In Chevrons operations in Nigeria, Prince Gabriel B. Atsepoyi laments at the way the Nigerians expected so much from Chevron in terms of electricity, schools, and clean water, which was its duty (Atsepoyi Sep 2010, p.9). Instead, since 1963, Chevron came and exploited the resources of crude oil, and caused daily spills and widespread pollution from waste. In all of this, the people did not receive any benefits. Atsepoyi also stated in his book Chevron and Ethics (Atsepoyi 2010, p.41), how Chevron never used to pay the Nigerian workers. Another challenge that Chevron has come across is the issue of government regulations. Governments of some countries, having set stringent conditions concerning air pollution, demanded a superior grade or quality of the gasoline produced. Gasoline that was more refined meant higher production costs for Chevron in that country. Another thing that the government controlled and still controls is the pricing of the gasoline or petroleum products. It would normally control this through taxes. When taxes were high, it meant that Chevron would not make as much sales as it would have wanted. One additional challenge was issues with workers. In the countries that Chevron penetrated, it would set up large facilities that required a lot of labor. The governments of these nations required of Chevron that majority of its employees are of the indigenous ethnicity of the country in question. Chevron would have to educate them and train them sufficiently so that they could work in the facilities. It proved to be quite a challenge to work with these people if the country in question did not previously speak English. Conclusion There were also always those nations whose people considered the giving of drilling rights to foreigners as wrong. In these countries, they felt that the wealth of the country should remain in the hands of the ethnic people of that country. Normally these countries had been colonized. Because of the exploitation and torture that they had experienced during that time, they formed a dislike and even hate for westerners. Thus, they were not willing to allow them to manage their resources. Having foreigners come to take over their resources, especially those similar to their colonizers, also worried them of being taken advantage of again. In considering all things ethically, Chevron did well in several countries like Angola, investing heavily in the wellbeing of the men, women, and children of that country, in all areas. One could argue that Chevron did this kind of community investment only in the countries where it had the largest financial interests. This argument seemed to be justified because the contrast between the countries that it supported financially and others that it abandoned like Ecuador. It left the Ecuadorian people suffering serious medical complications because of the spills and the toxic waste they dumped.

In-House Training

In-house training Introduction The role of Training and development is the field which is concerned with organizational activity aimed at bettering the performance of Individuals and groups in an organizational setting. Training focusing on doing activities to develop for current job and development to prepare future roles & responsibilities. In house training is a training program to use Trainers go through the job description for leaning opportunities developed by the organization has been used and implemented by the organization in 2005. Is an activity provided by employee who develop training with the good expertise of training materials, courses, assessment. Furthermore, there are some ways to method employee training. There is teaching work-related skills like classroom-based training, webinars, self-directed learning to make sure the standards and meet expectation at other company. Usually, the only bigger company can offer to Completely provide the needed training in-house of supplementing their in-house programs with external programs to Develop the various reasons. In-house training should be viewed as an investment' to promote their clients' shares, as opposed to a cost. This investment in human capital can be measured in the evaluation process.Body of the Essay In-house training seems like coaching as it stays for long-term success of the strategic goals to set up objective goals ‘what kind of the satisfy to address need training ‘when a person has a more experienced and knowledgeable person to help another person in order to educate to develop their visions and methods pertinent to the accomplishments of their job, gaining Skills; Abilities because this will allow for motivating the employee and building a more positive environment.For instance, a group of employee shares together their information to another person to have a skill about their information to benefit for this person. Keeping classroom training in house by using an employee in an onsite classroom to watch it what's required to train them design a classroom training program. This is particularly true when the training includes mission critical topics. It may educate them on existing policies, procedures, and best practices, then have them design a classroom training program. CITATION Whe17 l 1033 (When to use in-house training for your employees., 2012-2017) . The external training it gives you access to whoever you want or possibly can manage to do the sessions, you can choose your friends but not your relatives as they say. Whilst you might be stuck with your in-house ‘experts' your corporate family. CITATION InH00 l 1033 (In-House Vs. External Training: which is better?, 2000). The Pros of in-house training is that the Training cost savings are the cost per delegate is typically less when compared to sending the same number on to public training courses which mean â€Å"regularly workers need to grow professionally, however will most likely be unable to bring about the cost of classes, preparing programs or different assets freely. At the point when businesses go up against this cost, it can prompt more joyful representatives and support coordinated effort. Business reproductions and different projects are best utilized when representatives can work in groups, and subsequently are upgraded for a working environment setting. Setting up this level of joint effort in the workplace, while all the while creating center vocation aptitudes for representatives, can add to steadfastness and ?retention†. CITATION How151 l 1033 (How a training program can save your business money, 2015 ) , more focused training- Individuals can understand from their own explanation and learn from other employee, Convenience that fit around the working schedule of the employees or using a work examples, Team building had different training classrooms give individuals opportunity to encourage greater team work, awareness and understanding of each other's role and Incorporate organization's values. The cons of In-house training which there is extra administration this Although you save money by decreasing the organization required by the training company, you do go up against this weight yourself. Requirements for In-House training courses could include a training room, equipment such as laptops, and tablets amongst other things. These should be dealt with and ahead of time to guarantee the training works, Delegates stay onsite to the pure fact the candidates could be pulled out of the classroom in order to help with different exercises suggests they probably will be. This makes it hard to really get a candidate through a whole session without intrusion, Dedication It could be argued that by not moving the training course out the building, it might not be viewed as such a serious event by your employees that if you were to take them to an external location, Lack of innovation  If you are using all of your own equipment in the same environment that your staff is used to there is a danger of the training course going stale. Familiarity could mean a lack of improvement in the training that could hold you back and Networking Your staff won't meet anybody from different organizations if the training course is done In-House. This is missing out on an excellent networking opportunity as well as the fact different ethos' and styles brought by employees from other organizations can give a different view to your employees – again helping them develop. The benefit of the topic Consultation that spending a time with a trainer to identify and assess your specific training requirements. This mean to make sure that the trainer to improve a course that meets all the goals. Cost effective this will often charge a cost of delegate, particularly if you deliver the course at your trainer and Flexible the person who will train to another person this means to ensure courses are structured and delivered to meet your organization's culture and work priorities. People carrying out this training already work for your in- house training, to be sure that they know your in-house training, too. CITATION The09 l 1033 (The benefits of in-house training, 2009). Furthermore, In house benefit for organization: Retention In house benefit for employees: Professional development, Employee satisfaction. Conclusion In an organization that is truly committed to the utilization of human capital, in order to gain acompetitive advantage in the training or in the case of most libraries justifying their need forresources, in-house training programs are the most effective to the long-term success of theorganization's strategic goals. Training should be seen as an investment in the organization'sstrategic plans. To compete strategically, you must first determine the training need through self-assessment, develop a training program that will support the job analysis and core competencies needed. This report will motivate people and the conditions in which they will be motivated to satisfy them.Bibliography BIBLIOGRAPHY (2000). Retrieved April 1, 2018, from In-House Vs. External Training: which is better?: https://www.agencycentral.co.uk/articles/2016-04/benefits-of-internal-training.htmHow a training program can save your business money. (2015 , March 31 ). Retrieved from CAPSIM: http://www.capsim.com/blog/how-a-training-program-can-save-your-business-money/The benefits of in-house training. (2009). Retrieved from https://www.theirm.org/training/in-house-training.aspxWhen to use in-house training for your employees. (2012-2017). Retrieved from http://vnmanpower.com/en/when-to-use-in-house-training-for-your-employees-bl211.html

The Methods For Preventing Pregnancy - 1573 Words

Humans throughout history have been using different methods to prevent pregnancy. Humans started experimenting with different â€Å"natural† methods to take care of themselves, a good example is back in 1850 BCE Egyptians described how women used to introduce a device made of crocodile dung and fermented dough in their vagina. Other contraceptives methods that Egyptians used such as honey, placed plugs of gum and acacia in the vagina. Another example is Ancient Romans used a highly acidic concoction of fruit and nuts in the vagina. While these societies were trying to create different contraceptive methods, they came up with the barrier method which means that something was placed over the cervix to stop the movement of sperm to the fallopian tubes. These are the first examples that societies without any clue of knowing how to take care of themselves practiced. There were many methods that did not work such as coitus interruptus or withdrawal the penis from the vagina before e jaculation. Even though this method is not effective there are many people nowadays that still practice this method. Condoms is one of the most effective methods that was invented about 3,000 years and have been made from different materials as cloth, animal intestines and fish bladders. As condoms are used to prevent diseases, as Ancients Egyptian and Ancient Romans used them to prevent diseases as Syphilis. Condoms have been produced in the United States since 1840 and currently condoms are the secondShow MoreRelatedUsing Artificial Methods Or Other Methods For Preventing Pregnancy As A Consequence Of Sexual Intercourse Become Norm?961 Words   |  4 PagesThe deliberate use of artificial methods or other techniques to prevent pregnancy as a consequence of sexual intercourse become norm in 21st century, though in 20th century American society, it was debatable. 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Use Of Innovating Advertising Conventional Vs....

The use of the anthropomorphism method in advertising is a key component to product and brand success in our modern society as well as in the past. According to Joshua Shaffer, the author of the article â€Å"Innovating Advertising: Conventional vs. Innovative Anthropomorphic Advertising Approaches in the Twenty-First Century,† â€Å"Anthropomorphism means the attribution of human traits or characteristics to inanimate objects.† More specifically â€Å"anthropomorphism is a feeling, emotion, or action taken by human beings to attribute human characteristics to inanimate objects (Shaffer).† A common example of this is the phrase â€Å"My dog loves me.† Animals are not typically capable of acquiring the ability to love as well as other human-like emotions. Companies use this technique to give their brands personality by using inanimate objects or animals and giving them human like qualities. Using anthropomorphism, companies develop brand loyalty. â€Å" Brand loyalty is built and strengthened by a company’s ability to create a strong emotional connection to a certain brand (Shaffer).† A strong emotional connection with consumers is an essential part of creating such loyalty because it is not an easy task to build brand loyalty. The consumer must build a certain amount of trust and emotion for the brand in order for them to fully be loyal to a brand. â€Å"Products are seen as having consciousness or a soul, an underlying defining essence analogous to a genetic code, personality, relationships, and