"Say no to plagiarism. Get a tailor-made essay on "Why violent video games should not be banned"?Get the original essayThe downstream oil and gas industry has faced an extremely difficult challenge over the last few years, from 2015 to 2017. How were companies in this sector going to survive when the average selling price of a barrel of oil was twenty dollars and the Many oil companies' business models relied on selling eighty-dollar barrels of oil to one hundred dollars? business had to take place For a major oilfield services company in the Gulf of Mexico region, this involved merging departments and offices In addition to laying off many support and management employees, my division lost. all internal management, moved to new premises and a manager from a very different department intervened. Jessie[1], the new director, had her work cut out for her. for him. Being a leader during a major industry transition is problematic enough; Yet Jessie was also taking on a new, young team with a very different culture than the one he was used to overseeing. His old department was large, with well-established procedures and protocols. They had many global advisors who could answer any questions at any time. Our division had the same human capital, however our knowledge lived in the operations team. Our global advisors were limited and didn't always answer their phones at night and on weekends. Our team of field service personnel had a wealth of tribal knowledge that did not always make it to the office and was not currently included in procedures. Most members of this team had more than ten years of relevant industry experience, while office staff had between one and five years and most global advisors had less than ten years of experience. Jessie ignored repeated requests from office staff to recognize field service personnel. He felt that field service personnel were expendable and not worth his time. They earned enough money for the work done and they should be happy to have a job under the current industry conditions. By creating a culture that devalued its employees, making them appear as mere “employees,” field staff began leaving to pursue other careers. Jessie did not value the human capital he had encountered in his new team. The team realized that new management thought she was replaceable. They feared for their jobs even though they were competent, hard-working and team-oriented. Jessie had a Theory X perspective. He assumed that all employees were easy to replace because they were "just hands-on workers." A study by Lawter, Kopelman, and Prottas (2015) examined Theory X and Theory Y management styles based on job performance. They have proven that there is no one way to get maximum returns from all types of people. They concluded: (Lawter, Kopelman, & Prottas, 2015) “not only are leaders' attitudes important, but how leaders behave toward employees affects both individual and collective performance. » As people started to quit, the quality of"