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Case study of: BP and the Deepwater Horizon Disaster of 2010/analyse the organisational behaviour issues at BP that contributed
Pages 12 (3012 words)
Case Study of: BP and the Deepwater Horizon Disaster of 2010 1. Introduction to Organization The organization, BP, previously known as British Petroleum, has reportedly undergone different stages of organizational growth and decline through its years of existence…
The organization was reported to have begun exhibiting robust growth in the 2000s through implementing strategies that include branding repositioning; focusing on environmental conservation and protection through their green campaign; and venturing into alternative sources of energy (solar and wind energies). By the 2007, under the helm of Tony Hayward, BP underwent a change in strategy that shifted its gear on investments and growth, to streamlining and cost minimization. It was also noted that during this time when a shift in organizational culture was announced to focus more on making the organization less risk averse (Schein, 2004; Huczynski and Buchanan, 2007). Likewise, a decision-making model, termed the asset federation model became the organization’s framework for making decisions that leave various site managers accountable for their performance and empowered them to make decisions pertaining to the scope of responsibilities and jurisdiction. As emphasized then, “under the new strategy, decision-making authority and responsibility for meeting performance targets was no longer held by BP’s regional operating companies, but onsite asset managers” (Ingersoll, Locke and Reavism, 2011, p. 4). ...
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