Organizing for Performance

Massad, A.H., Member AIME, Mobil Oil Corp. American Institute of Mining, Metallurgical and Petroleum Engineers Inc. Discussion of this paper is invited. Three copies of any discussion should be sent to the Society of Petroleum Engineers Office. Such discussions may be presented at the above meeting and, with the paper, may be considered for presented at the above meeting and, with the paper, may be considered for publication in one of the two SPE magazines. publication in one of the two SPE magazines The ability of an industry or particular company to carry out a Management Development Program is not developed overnight, Program is not developed overnight, or in the short term. Management development is a never-ending program that must be given constant attention by top executives for it to be successful. Further, such programs must be successful if we are to programs must be successful if we are to meet the insatiable demand for managerial talent existing in the future, as well as to prepare the individual to manage for the future. Many papers and speeches have been written and numerous speeches given on the subject of "Organization". From all of this previous effort we may fairly well conclude there is no set pattern for success in this specific arena. The organizational approaches that have proven themselves most effective over the long run are those with a built-in capacity to adapt to change. However, one thought always comes through as we study the problem. That thought relates to mobilization of people and their impact on the future. To organize for the future, then, means to set up a system that can respond to change and, at the same time, capitalize on it. With this in mind, it may be preferable to dwell on the broader aspects of development of executive and managerial talent and what we consider to be the most critical problem or organizing and managing for the future. In the past 20 years, the oil industry has experienced expansion and growth unparalleled by many industries in modern times. We not only developed a highly efficient, strong industry in the United States, but exported this same ability overseas to both developed and developing countries, infusing our knowledge into their basic learning process and witnessing a similar growth of the industry in those many areas. This "transplant" not only became the catalyst for economic growth in the individual countries, but also resulted in the development of many top-rated executives and managers from within the individual countries. Certainly, the ability of an industry or a particular company to carry out such a particular company to carry out such a management development program is not developed overnight, or in the short term. Management development is a never-ending program that must be given constant attention program that must be given constant attention by top executives within a corporation if it is to be successful.