Oceaneering International Case Study

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Table of Contents Abstract 3 1. Introduction 4 2. The nature of the studied organization 6 2.1. About Oceaneering International, Inc. (Background) 6 2.2. Vision & mission statement and slogan 6 2.3. Goals and objectives 6 2.4. Market share and position 7 2.4.1. Externally 7 2.4.2. Internally 9 2.5. Financial position 10 2.5.1. Selected financial data 11 Results of operations 12 3. Literature review 14 3.1. Leadership theories 17 3.1.1. The Great man theory 17 3.1.2. Trait theory 17 3.1.3. Behavioral theories 18 3.1.4. Contingency theories 18 3.1.5. Situational theories 18 3.2. Leadership styles 20 3.2.1. Transformational leadership 20 Dimensions and attributes of transformational leadership 22 3.2.2. Transactional…show more content…
• Setting target for improvement while appraising and reporting HSE performance. • Observing all applicable HSE laws and regulations. • Promoting cost effective waste reducing and recycling. . The above objectives covers all standard characteristics that should include in such as, challenging (Playing a leading role, best practices), measurable (setting a targets for improvement while measuring, appraising...), realistic (observing all applicable HSE laws and regulations), consistent (promoting a culture...) and prioritized (pursuing the goals of no harm... safety priority). 2.4. Market share and position 2.4.1. Externally: Oceaneering is the largest company in terms of both manufacturing and operating ROVs , primarily because it operates the work class ROVs it manufactures, selling very few. Closely following Oceaneering in the manufacturing sector is Perry Slingsby Systems, owned by Forum Energy Technology, with dozens of smaller operators owning Perry machines. SMD and FMC Schilling Robotics are the next largest manufacturers, both having established long lasting relationships with key clients to whom they provide a large proportion of their systems. The small proportion of manufacturing market share held by smaller companies is due to the high barriers of entry to the…show more content…
• Keeping cool: In case of dramatic change as with transformational leadership, it is common to find some deviation between the stated plan and the actual results. The transformational leader should be more patient when handling those errors / deviations to not losing his followers’ loyalty and admiration, which for guarantee will effect negatively on achieving the desired vision. • Encouraging risk: To transform any organization statues, there is a level of risk that may face the leader, followers and the organization itself. The effective transformational leader should expect, measure and put appropriate solutions for this potential risks. At the same time he encourages and helps his followers to invite and deal with various types of risks. • Being an expert: Although the major part of transformational leader success is based on his charisma, he should support this with knowledge, information, skills and expertise possession. • Inviting

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