BP Organizational Behavior BP PLC Organizational Behavior

BP Organizational Behavior BP PLC Organizational Behavior Imagine going to work for BP as an engineer to drill oil in the gulf. What would happen if a disaster occurred? Could the company hold up under pressure? How would management react to the situation? One will study the oil disaster in the gulf and how it pertains to human resources, structure, politics and symbolism. Management signed a five-year contract with Exult Inc. To help transform human resources. They will have capabilities to use the "latest web-enabled technologies and processes" (BP, 1999).

This is a first for the organization because it will become a worldwide effort. Each employee/manager will have access to information work as well as life information needed to do their job in an effective manner (BP, 1999). "e-HR services delivery model will assume management, ownership and accountability for BP Amoco's global HR administrative and transactional processes" (BP, 1999).

One has to note that they are able to assist with all that is needed with recruiting and so forth in order to retain workers as well as what is needed for the business to run smoothly on a regular basis. Exult is running the necessary processes by having two centers of operation in the United Kingdom and within the United States. As a result, HR policy is maintained through much strategy and professionalism (BP, 1999).

In order to understand BP, one needs to know that at least 80,000 employees around the globe with much challenges and opportunities. Training programs are needed in order to deliver high quality work. Many have the capabilities of becoming successful business leaders. Each person is rewarded for their hard work through this entire process. HR does everything possible to stay current with the society by means of teaching new skills, and through this have the culture with much mutual respect (BP, 2011).

In regards to structure, this is an important aspect of BP. With corporate governance, they use strategy for the long-term as actively as possible. Each person monitors those in executive management as well as their performance within the company. All of them take part in risk management as well as internal control; consequently, one has to consider who will succeed those on the board, which includes excecutive management (BP, 2011). Shareholders take on an important role. They have those in the private sector who contribute to BP on a regular basis.

This is done through "letters and emails coming through to the chairman" (BP, 2011). Despite the oil disaster, the board has remained informed about how their shareholders percieve the situation at hand as well as the company's reaction to it. One can make note that their shareholders have remained well-versed. They primarily did this through "press releases, webcasts, teleconferences and meetings" (BP, 2011). Through this, feedback was provided that allowed the board to make a good decision on what strategy to take with the oil spill.

An annual meeting is held for investors of BP as of March 2010. They discussed, "key challenges and the companys position on the shareholder resolution on oil sands" (BP, 2011). Management finds this approach quite useful for them to know what is going on with the company, and they hope to continue this endeavor March 2011. All of this is done through an audit through external advisors (BP, 2011). Some key people are worth noting in regards to executive management. They help to keep the business running smoothly.

Twelve individuals make up those that are in executive management. The orignial Chief Executive Officer (CEO) was Tony Hayward; however, he was replaced with Robert Dudley after the gulf oil disaster. He is a "member of the board of directors and head of the executive management team" (BP, 2011). Mark Bly is the "Executive Vice President, Safety & Operational Risk" (BP, 2011). Rupert Bondy does the general counsel. Lain Conn is in charge of refining as well as marketing. Mike Daly does exploration. Bob Fryar oversees E&P Production.

Byron Grote is a CEO. Andy Hopwood does "E&P Strategy & Integration" (BP, 2011). Bernard Looney is in charge of development. Lamar McKay is the "Executive Vice President" (BP, 2011). Helmut Schuster supervises human resources. Steve Westwell does "Strategy and Integration" (BP, 2011). All of these people take on an important role within the company and are all male. No females exist in this position. Symbolism takes on an important role in BP.

This was considered an experiment to the scientists in the gulf because of the effects it has on plants and animals living this partiuclar region. A lack of resources is available in funding this effort. Many of them are confidential that most people do not know are taking place on a regular basis with the goal of it becoming public (Joyce, 2011). "Ironically, it's BP that's spent the most for independent open research" (Joyce, 2011).

The scients want to see the $450 million coming to them, which is taking much time due to setting forth ethical rules on how to handle this process. As a result, the research effort is now compromised. BP has a complacent culture due to their bad decisions made in the gulf (Parker, 2010). "They may be respected companies operating in the gulf, but the evidence is they ar ein need of top-to-bottom reform" (Parker, 2010). In fact, many failures occurred before the disaster.

At least "three different plans were drawn up" a week before the disaster (Parker, 2010). This demonstrates that the company had no idea how to solve the problem that was already taking place at that time. One needs to note the bad decisions that were made from BP. They had "a bad cement job, badly run tests, last-minute substitutions of materials not normally used, failure to interpret a key pressure test and a failure to use technology" (Parker, 2010).

A lot of what took place were those that consisted of last minute plans to change what was going on that ended up bringing on the disaster. Internally BP was communicating on the issue of timing with this particular well. Their goal is to appear as fast as possible while competing with other oil companies. What is interesting is that the crew dealing with rig did not see the signs coming. Each culture strives to make the work environment as safe as possible.

When it comes to money, management did not trade safety for it. However, the crew felt the urge to get the work done in a quick manner. They were striving for balance in regards to risk as well as safety and money (Parker, 2010). BP's brand has failed them because of the disaster that occurred in the Gulf of Mexico. They are known as "a green renewable energy leader beyond petroleum" (Tenay Group, 2010). This resulted in risky practices as well as short cuts that took place over a decade.

Over the years, their vision/values have made them a success. This organization would havmade a positive impact by quality, instead of deciding to take short cuts. Management chose to hide this accident from everyone in the public, which as undermined their brand because of this choice. Management appear's to have no accountability with their brand, especially with their stakeholders. If they were strong in anyway, then they would have become more "responsible and accountable" for how they desire to get measured (Tenay Group, 2010).

In essence, BP failed to laid down the law on what needed done in order to solve the crisis (Tenay Group, 2010); consequently, this failed them as well as their reputation. The way BP has run the company during this dilemma has hurt their brand in a plethora of ways. They failed to deliver trust, and chose to squander it. Management chose to not use advertising to help their brand through building their expertise. A lack of leadership is present within the company, especially when under pressure.

Their brand is defensive as well as evasive because due to everyone acting as if they were lawyers. Management has chose to keep the people who were caught in the middle of the disaster away from public view, and that can hurt them from becoming a success after everything is resolved. BP is known for their leadership in the environment and is judged according to the outcomes, rather than the promises they choose to make on a regular basis.

Overall, they need to step up by leading through example because one needs to empower their employees to do their job well through it (Tenay Group, 2010). BP will continue to recover from this effort for many years to come. They will have to seek ways in which to refine their business as well as do everything possible to prevent disasters in the future.

In regards to the symbolism, one can note that the company is currently incompetent at their work and striving to take short cuts in the process, which is hurting the company as well as the world (Parker, 2010). A company is to become or act as leader both internally and externally. BP has failed to do this because of all the poor decisions that were made, which hurt wildlife and animals that live in the ocean.

Their leadership and management skills kept the employee sheltered and away from the public view (Tenay Group, 2010). Everyone would have benefitted from hearing their story as well as what needs done to make the business better. In the end, their brand is ruined, and now it is going to take time to recover from this disaster as well as their reputation. Much politics takes place at BP. Hayward was confident that "the relief wells ultimately will be successful," and thought that everything will get running again smoothly by August.

In fact, many believed that more oil would leak out before the well was capped (Bethge, 2011). The engineers made the situation worse when they attempted to seal off the well by using "top kill" (Bethge, 2011). Everything has become complicated at this time because the best way to fix the problem is with relief wells (Bethge, 2011). What could happen is that the company will drill and hit some rocks, which started this whole dilemma. They felt that "bottom kill" is the best method available to take control of this issue (Bethge, 2011).

By pumping in mud, one believes that this will solve the issue (Bethge, 2011). Regardless, this would have become quite avoidable if shortcuts were not made from management, which put lives in danger as well as ocean life too. This will affect them for years to come because of their poor choices. Here are some more matters with BP that are worth considering. "BP is quietly retreating from its responsibility to restore the environmental and economic health of the Gulf coast" (Conathan, 2011).

Valeri Vasquez claims that BP is going to gain profits in the midst of high oil prices in the Middle East. Many of the states, such as Louisiana do not believe they will receive the funds needed for recovery from this effort due to it affecting their business negatively. Furthermore, a permit was provided to them for the opportunity to drill offshore. In essence, they are considered the largest shareholder in the world compared to other companies.

This may mean that the company may not do anything because of how much money they have coming in on a regular basis (Conathan, 2011). BP is choosing to drop the predicament. This is because they are not following through on their "commitments to clean up the permitting process and take responsibility for past mistakes" (Bethge, 2011). One can note that this includes their promises too, especially when it comes to oil claims (Conathan, 2011).

Furthermore, the judge issued that Feinberg get banned, so that BP cannot claim independence, which is to make him clarify his action "on behalf of BP in fulfilling its legal obligations" (Conathan, 2011). In regards to examples, oysters were down at least fifty percent; dolphins are ending up on the shore; toxic chemicals are showing up in individual's blood; much hardship has occurred because of this disaster (Conathan, 2011).

As a result, BP chose to make it difficult for researches to monitor the rate in which oil was getting into the gulf; consequently, a blurry video was provided to them. They chose to legally challenge all that was going on against them in hopes to save them up to $10 billion in regards to fines (Conathan, 2011). BP made television ads and is attempting to "take full responsibility" (Conathan, 2011). All of this occurred in June.

According to Hayward, he made note that the actions of the company will have more meaning than words will at this particular time (Conathan, 2011). He knows that they will get "judged by the quality of our response" (Conathan, 2011). For example, when Exxon had their oil spill in 1989, many people ended up dying while "waiting to get compensated" from the company (Conathan, 2011). Money is owed to this day. The goal is for history to not repeat with this particular disaster (Conathan, 2011).

Ultimately, the choice is up to management on how they will handle all the politics involved, and to learn from their lessons in hopes for it to not to happen again in the future. Tony Hayward provided a speech to Congress, which displays the politics of BP with the current oil crisis. He expressed much remorse in regards to the incident and has no idea why it happened in the first place. Hayward said that they will do everything possible to not have it "happen again" (Hayward, 2010).

For the eleven men that died, he expressed much sympathy towards the families as well as devastation (Hayward, 2010). BP attempts to "hire employees and contractors, and to buy many of our supplies, locally" (Hayward, 2010). Furthermore, they do not have all the answers and he understands what the individual is going through at that time. Additionallly, he tries to reassure the American people that they are doing everything they can to solve this dilemna.

Of course, the media said otherwise with what Hayward was saying because of them not acting fast enough (Hayward, 2010). Their administration held meetings as of April 21 in coordination with the government (Hayward, 2010). This was to determine how to respond to the crisis. As a result, a "unified command structure was established, as provided by federal regulations" (Hayward, 2010). They were thankful for Barak Obama and many other businesses that were trying to help with this effort; consequently, BP reached out to the scientific community as well.

This is what they did in regards to resources. Many driling experts were appointed. Much technical advice was presented to management (Hayward, 2010). Facilities provided what they needed to help with this effort, such as "remotely operated vehicles (ROVs) for deep underwater work, barges, support barges and support vessels and additional aircraft" (Hayward, 2010). They worked closely with the government and health related agencies (Hayward, 2010). Their goals are to stop the oil flow and to have less environmental impact from the spill (Hayward, 2010).

Through this, they hope to act as quickly as possible in order to overcome the necessary hurdles and to keep the public informed of the process (Hayward, 2010). An investigation took place during this time frame. They were checking out the "cement seal, casing system, pressure tests, procedures, disconnect system, automatic closure and features in the BOP" (Hayward, 2010). Hayward admitted that this is quite complex, and that many organizations were involved (Hayward, 2010). However, the company did manage to learn a couple of lessons.

These included getting more prepared for any future large disaster that could take place as well as "safety technology" (Hayward, 2010). As one can tell, BP did everything possible in hopes to put an end to the oil spill in the gulf. Their behavior was unnaceptable to the public due to them not acting fast enough as well as make.