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A majority of the company’s more complex problems can be solved with a complete restructuring and reengineering of the organization’s structure, which includes rethinking the roles of both Brinkerhoff and Mannheim and reorganizing the work structure of the whole company. Currently, the President Tom Brinkerhoff carries the responsibilities of the president and the general manager since Don Webster left the company. In order for Brinkerhoff to concentrate on directing the general company strategy, his several roles need to be split up. Two vice presidents can take over the responsibilities entailed by a general manager: a Vice President of Internal Operations would manage the administrative duties and a Vice President of Field Operations would manage the production duties. This would break up the company into two branches that Brinkerhoff can manage overall. The responsibilities would be less for each individual, including Brinkerhoff, so that they would be able to concentrate on more specific duties. The Vice President of Field Operations would be in charge of supervising the rig managers so that there would be clear communication lines; the rig managers would report to the Vice President of Field Operations, instead of reporting straight to Brinkerhoff or another member in the corporate office. Falling under the rig managers are their three crews with four positions each: a driller, a derrickman, a motorman, and two floormen. Each crew should function as a gain sharing team with no hierarchy so that each crewmember can learn or strive to learn all the duties and techniques of each of the positions. Having the present system with inequality creates conflict and competition within and between crews.
Approximate Word count = 1058
Approximate Pages = 4.2
(250 words per page double spaced)
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